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Lead and Contact Data Objects, Transactions and Viewsparticipating in Sales Cycle Management
Internet Messaging streamlines Sales Cycle Management ..........................................................................................1Sales Cycle Management Facets ...................................................................................................................................3
Sales Cycle Objects, Transactions..................................................................................................................................3Facets and primary Attributes to observe and manage the Sales Cycle.........................................................................3Contact and Lead Flow....................................................................................................................................................4Contact and Lead Ownership...........................................................................................................................................4
 Table Contact and Lead flow tagged by Status.........................................................................................4
Distribution and assignment of Ownership of Contact and Lead Qualification ........................................................5Evaluating Contacts for the Potential of Interest, Need, or Applicability......................................................................5
 Table: Contact, Lead Qualification leads to Project Management and Issue Resolution............................6
Implementation of Contact and Lead Management support by Internet Messaging ...................................................7
 Table Abbreviating Contact and Lead Entry and Processing in the Sales Cycle........................................7
Standard Operations to facilitate focusing on available Potential................................................................................7
Contact Entry...................................................................................................................................................................7Lead Qualification............................................................................................................................................................8Evaluate Contacts to concentrate Efforts........................................................................................................................9
Facet Views .......................................................................................................................................................................9
 Table: Browsed Selection Criteria.............................................................................................................9
Follow-up Leads...............................................................................................................................................................9
 Table: Contact System, LEAD STATUS Values for Follow-up....................................................................10
Resolving Project and Lead Coherence .........................................................................................................................11
 Table Resolving Coherence between Lead and Project...........................................................................12
Update and change Status ............................................................................................................................................12
Important projects, leads...............................................................................................................................................12
Distribution and Follow-up ..............................................................................................................................................12Distribution Status .........................................................................................................................................................12Distribution Follow-up ...................................................................................................................................................13Lead Redistribution .......................................................................................................................................................13Evaluating Distribution Partners for effectiveness of Lead Follow-up .....................................................................13Automating Channel Communication and Promotion: Mailing Lists ..........................................................................14Regular Communication Transactions. Mailing Lists ................................................................................................14
 Table Communication Transactions and Mailing Lists targeted at qualified Customer Support to closethe Acquisition Cycle..............................................................................................................................14 Table of Promotion Categories for Mailing..............................................................................................15
Completing Lead Qualification Data in Mailings .........................................................................................................15Automate Mailing List Generation ...............................................................................................................................15Limitations .........................................................................................................................................................................16See Also .............................................................................................................................................................................16
Internet Messaging streamlines Sales Cycle Management
Strategic Business Development employs the entire scope of business resources within a dedicated,compact team. Engaging the market with innovative means generates contact potential for use of theinnovation. Key to unlocking the potential lies in expedient processing of incoming contacts to qualify theavailable contact and the necessary means to achieve the potential. Contacts arrive primarily fromInternet and e-mail. They include product contacts with potential need for the innovation and includeInformation Resources as well resulting from queries for development and implementation of theinnovation. Sales teams work to qualify product contacts reducing them to the potential to satisfy themwith in-house products, sales support, educational systems and technical support. An advantage of theseworkflow processes lies in the parallel processing of sales contacts and information or research contacts.Internet and e-mail contacts can land in a pool if shared within the team. IM fuses the e-mail client andbrowser and flows the contacts in a Common Point of Entry where the team processes contacts.Information System Aggregates empower the team to expediently determine contact potential and passthe contacts along for support. These aggregates include an editor to annotate and tag e-mails andInternet material for qualification and storage. Incoming contacts trigger to-dos that
 
the editor annotates
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and tags for follow-up by team members. Useful Information Resources move to a knowledge base forteam, corporate and customer use. Further use of the editor passes information useful for customereducation and documentation to improve customer understanding of the innovation and theimplementation. A further aggregate takes the incoming information assets and prepares thedocumentation for the use of technical support systems for timely and targeted customer support. Theseaggregates store accumulated knowledge, experience and project management to achieve the potentialavailable in the arriving contacts. Information System Aggregates enable the team to adapt to theindividual nature of the markets thus powering growth. Information Systems introduce the objects,transactions, processes and views to fuel Aggregates. Reviewing the Business Development processesinvolved and how to promote Sales Cycle Management through Internet Messaging shows the key roleplayed by Lead Management. It induces the flow leading to successful qualification and support of theavailable potential. It begins by taking the contacts from the pool and qualifying them according to thepotential that they represent. Unqualified contacts remain in the pool, and qualified contacts pass forfollow-up. Editor annotation, tags and documentation complement team databases to address to-dos andissues in a timely manner. However dependency on a complementary database reduces as theInformation Aggregates embed the necessary data within the message documents. Information SystemAggregates focus on contact, lead and project entry within the browser and e-mail. Taking these contacts from this Common Point of Entry and processing them within the fused InternetMessaging system of browser and e-mail client avoids re-entering data and maintains links to theincoming contact documents. Internet and e-mail have the property that these media contain their owncontact data within the messaging document. Using these media does not need duplicate contact dataentry. Lead Management seeks to leverage this savings in work, time and resources.
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A single common index controls the processing flow of these contacts. This advantage of IM usesan index combining the Information Resource index and the project index to identify the contactand accompany it in the workflow.
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Lead Management takes the entry data from Contact Management to identify and qualify thecontacts then pass the processed and collected information for further Project Management andBusiness Development.
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It improves the return on leads by reducing the duplication of entry and addressing the relevantcustomer target groups in qualified sales channels.
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Reduce the time necessary to select the appropriate leads, sort and qualify them and generate themailing lists to enable addressing specific and defined customer target needs. The cycle segmentscontacts and leads according to needs, and benefits. Thus the message reflects what the groupspecifically requires.
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Reduce the maintenance to track and document each lead individually. You need to know whatcontact channel was used, what marketing instrument was used. (Sometimes you need to re-distribute the leads to distribution). You might want to know how did the customer respond to thelead, and of course what is the current status.
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Lead follow-up is time consuming. Who is responsible? When should it be followed-up? What is thenext action?How can lead/ contact follow-up be used as a competitive edge? How can the Lead Management triggermeaningful and useful contacts, and what should these contacts entail? If a means is provided toregularly contact the customer, how can this be (automatically) controlled and processed?
Consider the following:
A mailing is made 4 times per year to the same target group, how can the success of this mailing bedetermined?
How can the mailing actions be followed-up?How can the success be measured?
Over the years, a large number of leads have been collected at shows, literature requests, ads.
How can this group be addressed according to its exact individual needs?How can these leads be redistributed to an established distribution channel? How can they be selected and sentin mailing files?How can costs be decreased in the follow-up?How can the most promising leads be chosen and followed-up?What is the status of the leads? What needs to be done next?
 
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Sales Cycle Management Facets
Faceted browsing identifies primary topics and constructs views for the user giving a flexible, detailed,and better understanding of the relationships networking the objects and transactions. Contact and leadprocessing use data objects and transactions proven in Sales Cycle Management. Internet Messagingrelaying on the Internet and e-mail as contact entry and a single point of entry; flow contact and leadobjects to continue the cycle. Sales Cycle Management transactions demonstrate that the PN indexuniquely controls the data flow through the entire Contact Management, Lead Management and ProjectManagement. Use the Sales Cycle data objects and transactions to construct Lead ManagementProcesses.Sales Cycle Objects, TransactionsSales Cycle Management stores the data from different facets of the customer profile. Lead Qualificationtakes the incoming contacts and generates a PN index for the contact. Contact information collectsthrough 00000000a faceted approach meaning that different information perspectives combine with thecontact and the system considers the facets of source, need, processing and support. It includessufficient flexibility to display the “exact” customer needs identified through the contacts and stored asinformation.Sales Cycle Objects
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Contacts with the attributes: corporate profile, corporate mail profile, and contact mail profile.Contact Information, name, Email Contact, URL, Address, Signature, Decision structure, Private,Leads, Projects,
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Leads with the attributes: Sales Channels, Promotion Activity, Priority, Contact reaction, LeadStatus comments, Marketing Instrument, Communication Channel,
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Projects with the attributes: Priority, Activity, Business Development, Sales Channel, Project Focus(PN), Target Group ID, Description, Account status description, Account Contract Info, CompanyMailing Profile, Sales Metrics: Forecast, Bookings, Project History comments,
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Project Management Object contains the Issues or To-Dos and the attributes are Milestones andDeadlines.
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Sales Consulting and Engineering contain problem analysis, consulting and engineering. Furtherdetails go beyond the scope of this article. Transactions hold and store data from the objects and the following transactions participate in the salescycle:Contact EntryLead Entry.Project Entry. To-Do, Action, Issue.Milestones and deadlinesCommunication TransactionsPromotion GroupsMailing ContactsMailing transactions include mailing profiles for the contact, project and account. The Information System Aggregates employ these transactions within IM (browser and e-mail) tostreamline the workflow.For further details reference:Quick Reference to Sales Cycle Management Objects that drive StrategicBusiness Development AggregatesURL:
>>>
Facets and primary Attributes to observe and manage the Sales Cycle
Different browsing facets display the development progress.
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Multiple Business Activities or Strategic Business Development in new markets.
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Business Activity
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Business Development
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Contact and Lead Management
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Sales Consulting and Engineering
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Project Management
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Faceted distribution looks at the channels to qualify to collect reliable information on the contact.Sales Channel: Direct, Indirect Channels including: reseller, office, account manager.
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Regional focus to reduce costs and leverage market knowledge and experience.
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Product Mix
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0Recency: Date Range
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