Customer-Focused Lead Qualification Siemens Leading T he Way Program - - PowerPoint PPT Presentation

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Customer-Focused Lead Qualification Siemens Leading T he Way Program - - PowerPoint PPT Presentation

Mar 24, 2024 242 likes •1.06k views

Customer-Focused Lead Qualification Siemens Leading T he Way Program Debbie Pryer Pamela Markey Program Manager Senior Director Marketing Siemens MECLABS Session Speaker Debbie Pryer Program Manager, Siemens Responsible for a lead

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Siemens’ “Leading The Way” Program

Customer-Focused Lead Qualification

Debbie Pryer Pamela Markey Program Manager Senior Director Marketing Siemens MECLABS

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Session Speaker

2

Debbie Pryer Program Manager, Siemens

Responsible for a lead generation/management program with more than 1,500 end users from both sales and service. This includes driving net new sales opportunities, compliance, lead scoring, prequalification, training, communications, reporting and IT management. With Siemens since 1999, focusing her career on the service side of the business, with emphasis on product management, marketing, service sales and IT solutions. Debbie has a B.S. and M.B.A. in Business Management and is definitely a Type A personality with having completed more than 600 skydives, and is learning to scuba dive.
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Siemens is a $79 billion global company with more than 370,000 employees worldwide. The Siemens Healthcare Customer Services group focuses on providing an extensive selection of imaging and laboratory diagnostic services to help customers optimize performance while managing costs.

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ENERGY INFRASTRUCTURE INDUSTRY HEALTHCARE

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INDUSTRY ENERGY INFRASTRUCTURE HEALTHCARE

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Werner von Siemens

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1847

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1856

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1879

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1896

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1905

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2013

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2013

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SLIDE 14 Information Requested in 510(k) (21 CFR § 807.87) Submitter’s name, address, phone & fax, contact person, rep/consultant name Device Regulation (Classification) Name, CFR number, device class, product code Common/usual name & trade/proprietary name & model number Indications for Use Statement Truthful and Accurate Statement Proposed labeling Adherence to voluntary standard and standard form Financial Certification or Disclosure Statement or both Identification of marketed device(s) to which equivalence is claimed Compliance with section 514 Special Controls Proposed labels, labeling, including any promotional material Photographs, engineering drawings Substantially equivalent statement & comparison with predicate Statement of similarities and/or differences with predicate device Data for changes for modified devices 510(k) MUST include either: 510(k) Statement (21 CFR 807.93) 510(k) Holder provides copy of 510(k) deleting trade secret & commercial confidential information to anyone within 30 days, OR 510(k) Summary (21 CFR 807.92) FDA provides 510(k) summary, as provided by 510(k) Holder, to any requester and is available on our website Class III 510(k) must include: *Content and Format (21 CFR § 807.94) Certification & literature search has been conducted, and Summary of adverse S & E data with citation to the literature Performance Data (bench, animal, and/or clinical) Sterilization, Software & Hardware Information, if any Address information requested in specific guidance documents Clinical Data in 510(k) Approximately 10% of all 510(k)s Important difference with the predicate device, e.g., new indication for use or new technology Must be collected under Investigational Device Exemption Regulations (21 CFR Part 812) A 510(k) Must Contain: Proposed labeling sufficient to describe the device’s indications for use A description of how the device is similar to or different from other devices of comparable type (predicate device) Any other information the Center needs to determine whether the device is SE

510(k)

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Lead Qualification

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CUSTOMER

We begin…

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CUSTOMER SERVICE

We begin…

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CUSTOMER SERVICE SALES

Ideally…

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SALES

2005 2006 2007

Service engineers recognizing customers requiring upgrades and replacements could not effectively hand off the lead to sales.

SERVICE CUSTOMER

1,200 400

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An external website was created for engineers to submit a lead, and it would be assigned to a sales person.

SALES SERVICE CUSTOMER

2009

1,200 400

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Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.

SERVICE

2009

1,200 400

$100

24 HOURS

SALES

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Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.

SERVICE

2009

1,200 400

$100

24 HOURS

SALES

3,000+ Leads

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Thanks to the initial success of the program, thousands of company employees were given access..

SALES

2010

400

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Thanks to the initial success of the program, thousands of company employees were given access..

2010

$100

24 HOURS

SALES

400

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Thanks to the initial success of the program, thousands of company employees were given access..

SALES

2010

12,000+ Leads

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65%

LEADS REJECTED

2010

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To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus

5

SUBMIT AT LEAST

2

APPROVED

2010

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To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus

30

IF I SUBMIT

2

APPROVED

2010

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To increase quality while encouraging growth, quotas were created for the service engineers – and tied to their YE bonus

40

I’LL SUBMIT

2

APPROVED SO TO BE SAFE

2010

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2010

THE WILD WEST

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The external lead capture was dependent on manual sales

  • acceptance. No connection to systems, no closed loop feedback.

SALES SERVICE CUSTOMER

2010

1,200 400

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The external lead capture was dependent on manual sales

  • acceptance. No connection to systems, no closed loop feedback.

SALES

2010

400

LEGAL

FINANCE

COMPLIANCE

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SALES SERVICE

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Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

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Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

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Service + Sales Integration

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Audit and Discovery

SALES SERVICE CUSTOMER

1,200 400

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Audit and Discovery

SALES SERVICE CUSTOMER

1,200 400

Not Connected to Service Work Flows External Website Outside Oversight No Closed Loop

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Audit and Discovery

SALES SERVICE CUSTOMER

1,200 400

Not Connected to Service Work Flows External Website Outside Oversight No Closed Loop Remove External Website Tie to ERP/SAP Build into Service Work Processes

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CUSTOMER SERVICE SALES

The Goal

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Audit and Discovery

SALES SERVICE CUSTOMER

1,200 400

Not Connected to Service Work Flows External Website Outside Oversight No Closed Loop Remove External Website Tie to ERP/SAP Build into Service Work Processes

Optimizing Internal Infrastructure

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Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

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Aligning Complex Systems

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Program and Process Development

Biggest Challenges:

  • Tie the program into existing process – getting all the

technical systems to work together.

  • Getting buy-in from management and teams
  • Securing resources and translating business requirements into

specifications

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Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

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Redirecting Behavior

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An external website was created for engineers to submit a lead, and it would be assigned to a sales person.

SALES SERVICE CUSTOMER

2009

1,200 400

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Sales would manually click ‘accept’ and the engineer would be compensated within 24 hours.

SERVICE

2009

1,200 400

$100

24 HOURS

SALES

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TODAY

CUSTOMER SERVICE SALES

$??

Upon Close

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eNewsletters

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Surveys

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Direct Mail

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Email sends

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Post-launch communications plan

  • Training Modules
  • Training Sessions
  • Cheat Sheets
  • Newsletters
  • Email Blasts
  • Direct Mail
  • Survey (Post Launch)
  • Internal Presentation
  • Infographic
  • Q&A Webinars
  • LTW Wizard (Help Tool)
  • Tip of the Month
  • Video
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Training modules

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Training sessions

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Cheat Sheets

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Survey

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Direct Mail

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Internal Presentation

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LTW Wizard (Help Tool)

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Tip of the Month

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Video

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Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

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Results

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2009 2010 2011 2012 2013

Results: Leads Submitted

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Results: Revenue Per Lead

2009 2010 2011 2012 2013

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Results: Leads to Net New Opportunities

46% + 8% increase 39%

2010 2013

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LTW Scorecard: Measuring Success

In the Old LTW, 64% of leads were rejected. In the New LTW, 28% of leads have been rejected.

65% 25%

Quality is Up: Fewer Leads Rejected

Rejection Rate

Eliminate the Black Hole Effect

Sales Action In old lead tool, it was impossible to tell how long it took sales to action, But we knew the average “AGE” of our leads was ~300 days.
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Delivering Value: Success Stories

Equipment Sales xxx Leads = $xx million in Bookings Service Sales xxx Leads = $xx million in Bookings West IM $ million xx Booked Leads CP $ million xx Booked Leads Midwest IM $ million X Booked Leads CP $ million X Booked Leads Southeast IM $ million xx Booked Leads CP $ million xx Booked Leads Central IM $ million xx Booked Leads CP $ million x Booked Leads Northeast IM $ million xx Booked Leads CP $ million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads West IM $ million xx Booked Leads CP $ million xx Booked Leads Midwest IM $ million xx Booked Leads CP $ million xx Booked Leads Southeast IM $ million xx Booked Leads CP $ million xx Booked Leads Central IM $ million xx Booked Leads CP $ million x Booked Leads Northeast IM $ million xx Booked Leads CP $ million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads $x million xx Booked Leads
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CUSTOMER SERVICE SALES

Beyond Financials

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SALES SERVICE

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SALES SERVICE CUSTOMER

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Debbie’s Key Success Factors

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Debbie’s Key Success Factors

  • 1. Build it around the customers’ needs
  • 2. Get all the silos on board
  • 3. Create a formal program policy
  • 4. Create a Steering Committee
  • 5. Build it around existing workflows
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Debbie’s Key Success Factors

  • 6. Determine how you will communicate
  • 7. Create mandatory training
  • 8. Figure out prequalification, scoring
  • 9. Create ‘Help Tools’
  • 10. Create reporting and KPIs
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Review: Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

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Review: Debbie’s Approach 1 2 3

Audit and Discovery Program and Process Development Change Management

It Doesn’t Stop There!

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Debbie’s Next Steps

  • 1. Improving communication – beyond email!
  • 2. Fine-tuning processes and reporting
  • 3. Expanding to select groups
  • 4. Increasing rewards
  • 5. Implementing a ‘Target Lead’ program
  • 6. Launching lead nurturing
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Thank You

Debbie Pryer Program Manager Siemens deborah.pryer@siemens.com Pamela Markey Senior Director Marketing MECLABS pamela.markey@meclabs.com

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Siemens’ Leading The Way Program

Customer-Focused Lead Qualification

Debbie Pryer Pamela Markey Program Manager Senior Director Marketing Siemens MECLABS