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Target potential is derived by simply multiplying the penetration ratio by the lifetime value. This is a simple approach, but it has value. Here is another approach to customer acquisition for a business-tobusiness situation.
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Equipment nancing is not really like any other type of business. The amounts involved can be huge. The terms, the length of the lease, and the items nanced are seldom standard (as they are in automobile or home mortgage nancing). It is hard to predict companies need for nancing, as decisions on equipment purchases are seldom made on a predictable schedule. As a result, nding leads is tough. Which companies are going to need nancing, and when The situation is complicated by the fact that the industry is highly competitive. In addition to banks, there are nance companies that specialize in equipment nancing. There is very little customer loyalty, as decisions are made primarily on rates rather than on provider af nity, service, or brand. To further complicate the picture, the equipment nancing sales force, like all sales forces, is highly skeptical of central assistance. The salespeople tend to be independent and are more comfortable developing their own sales processes than participating in a group effort. To grow its equipment nancing business, KeyBank s direct marketing group had to come up with a system that served up leads to its Key Equipment Financing sales force in a way that was both productive and acceptable to the staff. Key s direct marketing group developed a unique way of solving this problem with the help of a team from SIGMA Marketing Group. The solution involved a combination of direct mail, telemarketing, and leasing managers in a system driven by a model using Dun & Bradstreet data. In analyzing the situation, both groups saw that Key s 30 leasing managers were spending entirely too much time trying to nd leads. The life of a leasing manager was very demanding, with constant travel and much time spent chasing possible leads that might not materialize. Once they had a solid lead, the leasing managers found that closing the
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sale could be a fairly straightforward process. SIGMA recommended setting up a lead-discovery process that would produce quali ed leads for the leasing managers so that they could focus on closing sales and not waste time on lead development. There were four parts to the system: 1. Create a relevant and highly targeted prospecting list that the leasing managers would nd credible. 2. Develop a compelling direct-mail communication on behalf of each leasing manager that would permit effective telemarketing follow-up. 3. Have outbound telemarketing associates work closely with the leasing managers so that the leads and appointments generated would be relevant and worthwhile. 4. Create a lead-generation database to track and identify the business generated by the leasing managers using this program in terms of both pending and closed deals.
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Using Key s data, SIGMA created a CHAID (chi-square Automatic Interaction Detector, a statistical technique) model to identify the characteristics of Key s current leasing customers. This model identi ed the best predictors of a company s likelihood to be a leasing customer. They were (in order) Company sales volume Year company started Company number of employees Dun s Major Industry
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Ten segments were created. The top two segments, with ownership indices of 269 or greater, were 1. Ownership rate of 30.5 percent, with Dun s Major Industry classi cation of Mining, Communications/Utilities, Business
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Services, or missing and year company started being pre-1960 or missing. 2. Ownership rate of 20.2 percent, with Dun s Major Industry classi cations of Mining, Communications/Utilities, Business Services, or missing; year company started being 1960 to the present; and sales volume greater than $5 million. A sign-up form was developed for each leasing manager that captured not only all their contact information, but also those attributes that they wanted a lead to have, such as geography, sales size, and industry. Each leasing manager furnished a sample of his or her signature for use in the outgoing communications. The information from these two sources was combined into a list order for Dun & Bradstreet. The D&B list was divided geographically by leasing manager, and the leasing managers were asked to make any additions, edits, or deletions to the list that they wanted. Armed with a good, edited list, Key and SIGMA worked to develop compelling and relevant direct-mail communications that could be mailed on behalf of each leasing manager. The leasing managers were able to schedule the mailings by geography and quantity over 2-week intervals, staggered so that they would not have more leads than they could handle at any one time. To set up appointments, one outbound phone associate was dedicated to each group of three leasing managers. The associate held phone conversations with each leasing manager on a regular basis to understand the speci c nuances of what each leasing manager valued in a lead (e.g., the prospect s role, budget, or timing). Some of the leasing managers even wanted the associates to set up their appointments for them and provided the associate with their calendars. The leasing managers could use email or a toll-free number to talk to their associate while they were in the eld on visits. When the associate generated a lead or set up an appointment, the associate would call and email the facts and details of the lead (e.g., who, what, when, and desired amount) to the leasing manager. Upon receiving the message, the leasing manager would often call the associate back to obtain further information
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