Demand generation strategy and consulting

Campaigns reach the wrong people. Responses arrive, but follow-up stalls. A new programme needs to feed systems that were set up for different activity.

Each problem points to different work. Audience selection concerns who you want to reach. Programme planning connects that audience with channels, budget and delivery requirements. Nurture audits and stack assessment examine what happens within the existing activity and workflow.

LeadScale brings experience of running demand programmes and configuring the Engine to these discussions. That helps connect the marketing requirement with the practical work needed to deliver it.

An ideal customer profile, or ICP, describes the customers a business wants to win. For a business-to-business programme, that can involve two connected decisions: which organisations fit and which people within them the programme needs to reach.

An account list settles only part of that question. A response from the right organisation may still come from someone outside the roles you want to reach. “These companies” and “these people within them” need to be considered together.

LeadScale helps clients define and understand their target audience and establish programme criteria. An existing profile or list gives the discussion a starting point. The questions include why those accounts were selected and what would make a person within them a relevant contact.

For consumer programmes, the work concerns the people you want to reach and the criteria that describe that audience. Account selection applies where organisations are part of the targeting decision.

Needs approval

The work identifies the audience criteria to use and any choices still needing agreement. For a business audience, for example, a company may fit the profile while the relevant roles remain undecided. That is a targeting decision to resolve before treating the account list as a complete brief.

End

Audience, channels, sources, sequence, budget and data requirements affect one another. LeadScale helps clients work through those decisions when planning demand activity.

A tightly defined audience needs to be considered alongside the volume required and the budget available. The information needed by the receiving team also belongs in the plan. A sales team following up by phone, for example, needs the programme to collect contact details suitable for that follow-up. That requirement affects capture and the checks specified for delivery.

For an existing programme, a change in audience or lead requirements is a reason to revisit these choices. The planning work can start from what is already running and the change the business needs to make.

Needs approval

The work brings the proposed audience, activity and delivery requirements together so the team can see what is agreed and what remains unresolved. A volume expectation that does not fit the audience or budget needs attention while those choices can still be changed.

End

Someone has responded. They may receive a sequence of messages, pass to a salesperson or wait for a call. A nurture audit examines that follow-up and where it needs attention. LeadScale can also run a managed email nurture sequence for you (see Email nurture).

Needs approval

LeadScale reviews a client’s existing nurture activity to identify improvements.

End

Needs approval

The review follows the response through the activity: the timing and sequence of contact, how the enquiry reaches the responsible team and where progress stalls.

Consider an enquiry passed to a contact centre. The first question may be whether it reached someone able to act on it. If it did, the next question may concern what happened during follow-up. These are different parts of the journey, and changing a message sequence would not repair a missed handover.

End

Needs approval

The findings identify which part of the existing follow-up needs attention and why. That helps the team distinguish a problem with the contact sequence from a problem with routing or responsibility before deciding what to change.

End

If the question concerns campaigns already spending, LeadScale’s paid search and social audit examines activity against business goals and lead quality. For Copia Automation, the work covered Google and LinkedIn, produced recommendations across practice, creative, targeting and budget, and led to an action plan the client approved.

Our paid search and social audit page describes that engagement and the questions to bring to a review of your own accounts.

A list of systems tells you what the business uses. To plan a programme, you also need to understand how information moves between them and who uses it at each point.

LeadScale works with clients to understand their existing stack and data flows, starting from the client’s workflow and how the LeadScale Engine would fit into it.

Needs approval

The assessment follows the intended path of a record: where it enters, where it needs to go and which team needs it next. It examines the places where information must be moved manually or where a response can arrive without becoming available to the receiving team.

For example, a form may collect everything the programme asks for, while the team responsible for follow-up works in a different system. The practical question is how that information reaches them in a form they can use.

End

Needs approval

The findings identify the parts of the workflow that support the programme and the connections or handovers that need attention. They give any subsequent implementation work a specific requirement to address.

End

Our technical data services page explains the connection work: how the technical team connects client systems to the Engine and agrees responsibilities with the client.

Needs approval

The outcome depends on the work agreed: audience criteria to guide targeting, a programme plan that connects activity with delivery requirements, or findings on where follow-up and systems need attention.

Those outcomes serve different teams. The person selecting audiences needs to know whom to include. The person setting up delivery needs to know what the receiving team requires. The person changing follow-up needs to know where the current journey breaks down.

End