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You are here: Home > Business > Marketing Direct > Attract More Qualified Leads: 5 Ways to Get More and Better Prospects |
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Write You - Attract More Qualified Leads: 5 Ways to Get More and Better Prospects
The REAL International Gold Standard: The Leadership Talk it require training or new hardware? How will it work with the systems and software they already have?Working with thousands of leaders during the past 21 years in the global economy, I have found that most of them don't have a clue. They may know to some extent how to do business on a global level. But to exert the right kind of leadership on that level eludes them; so when I first meet them, they're usually getting the wrong results or the right results in the wrong ways.Of course, there are many successful global companies and leaders, but my experiences teach that they are successful not because of but in spite of their leadership activities. They may do things right; but they are not doing the global leadership things right. If Fortunately, you rarely have to write an entirely new piece for each segment, but can create variable sections – perhaps the Johnson (headline) and the first paragraph of a letter, for instance – to address the specific needs of your different titles. Ask f Your real goal? A high number of genuinely qualified leads, the attention of prospects who actually have the power to make or influence the purchasing decision. The following are five pragmatic ways for you to increase your success rate with the prospects who matter – the ones more likely to lead to a sale. Know your segments and position accordingly. Any large purchase will involve a variety of people with different titles and roles. But a “one-size-fits-all” message won’t work; instead, you’ll need to segment your deliverables (be they mail, e-mail, ads in various media, etc.) by title, and reposition your message for each segment. Think of it this way: Each title has a different set of hot buttons and they’ll only respond when you press the rights ones for each role. Consider a large software purchase, for example. For the CEO, you may want to position the software as an investment for facilitating corporate growth. For the financial officer, you’ll need to address the bottom line – how will it affect their overall financial health? The IT people, the ones who’ll have to deploy and maintain need it, need more pragmatic insights: Is it easy to use? Will it require training or new hardware? How will it work with the systems and software they already have? Fortunately, you rarely have to write an entirely new piece for each segment, but can create variable sections – perhaps the Johnson (headline) and the first paragraph of a letter, for instance – to address the specific needs of your different titles. Ask fo Know your segments and position accordingly. Any large purchase will involve a variety of people with different titles and roles. But a “one-size-fits-all” message won’t work; instead, you’ll need to segment your deliverables (be they mail, e-mail, ads in various media, etc.) by title, and reposition your message for each segment. Think of it this way: Each title has a different set of hot buttons and they’ll only respond when you press the rights ones for each role. Consider a large software purchase, for example. For the CEO, you may want to position the software as an investment for facilitating corporate growth. For the financial officer, you’ll need to address the bottom line – how will it affect their overall financial health? The IT people, the ones who’ll have to deploy and maintain need it, need more pragmatic insights: Is it easy to use? Will it require training or new hardware? How will it work with the systems and software they already have? Fortunately, you rarely have to write an entirely new piece for each segment, but can create variable sections – perhaps the Johnson (headline) and the first paragraph of a letter, for instance – to address the specific needs of your different titles. Ask f Think of it this way: Each title has a different set of hot buttons and they’ll only respond when you press the rights ones for each role. Consider a large software purchase, for example. For the CEO, you may want to position the software as an investment for facilitating corporate growth. For the financial officer, you’ll need to address the bottom line – how will it affect their overall financial health? The IT people, the ones who’ll have to deploy and maintain need it, need more pragmatic insights: Is it easy to use? Will it require training or new hardware? How will it work with the systems and software they already have? Fortunately, you rarely have to write an entirely new piece for each segment, but can create variable sections – perhaps the Johnson (headline) and the first paragraph of a letter, for instance – to address the specific needs of your different titles. Ask f Fortunately, you rarely have to write an entirely new piece for each segment, but can create variable sections – perhaps the Johnson (headline) and the first paragraph of a letter, for instance – to address the specific needs of your different titles. Ask f Fortunately, you rarely have to write an entirely new piece for each segment, but can create variable sections – perhaps the Johnson (headline) and the first paragraph of a letter, for instance – to address the specific needs of your different titles. Ask for incremental steps, not giant leaps. No mail package, no matter how beautifully designed, is going to close the deal on a $2,000,000 product. And very few will even land that precious face-to-face sales call you want. Plan your communications strategy as a step-by-step process that systematically builds confidence in your product or service while drawing prospects progressively closer to the sale. Think of it as a funnel that, with each contact, winnows the remaining prospects to a core list most amenable to you – to those prospects who would be most likely to convert through an in-person sales pitch. In the initial communications, therefore, it’s important that you concentrate on selling the next step, be it a white paper prospects may download, a webinar they can join or an event they can attend. Emphasize the value of these offers. By concentrating on modest, low-risk steps, you can overcome the resistance prospects would otherwise present to more intimidating leaps, such as a request for a meeting. Offer useful, relevant information. In one of my recent campaigns, my client made two offers. One was a USB data stick loaded with a product demo. The other was a report that promised “top ten tips” for making better M&A deals. Both pulled well yet the quality of the leads varied dramatically. The data stick attracted too many spurious responses – people who wanted a free device but had little or no role in M&A. The tips booklet pu
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