We all know that the sales team’s major KPI is the number of closed deals, while the marketing team’s one is the number of leads collected. In pursuit of their KPIs, marketers often acquire so cold leads that sales reps are never going to sell anything. That sets off a lose-lose battle where marketers spend thousands of dollars on low-quality campaigns and sales reps waste time on customers who are not going to buy anything. Eventually, the company loses money.
We’ve talked to Polina, Growth Marketer, and Paul, Head of Sales at Dashly to learn from their experience. They talked about mistakes that they found in teamwork and how they approached them. Instead of hiring an extra sales force and wasting money on ads, the teams aligned on their collaboration.
You can watch the video or read the article below.
Lead generation is usually the responsibility of marketers. They pass the collected leads to sales reps. The challenge is that both teams have no idea of what’s going on with a customer on other stages. Sales reps don’t know if leads collected by marketers are hot or cold, and marketers don’t know what happens with their leads later as they continue running ads and collecting low-quality leads who don’t buy anything.
There are two major funnels in Dashly.
Marketers didn’t even think about that part of the funnel that the sales reps were in charge of. This year, we looked at how leads converted to payment and it dawned on us that team collaboration is definitely a growth area for us.
We built our current funnel in marketing and sales. Using a board in Miro, we described how leads convert to signups and demos, and what sales reps were doing on each stage. We also measured the current conversion rates of all stages.
Part of the funnel where marketers accompany users to sales
When marketers explored how the sales team dealt with customers, they adjusted the algorithm they used to pass leads to sales:
We created a checklist in Notion:
Leads go from Dashly to amoCRM via the standard integration
The sales team also rearranged some processes. They assigned an MDR — a manager responsible for primary lead qualification. If a user leaves their real phone number, a manager calls them to find out their objectives, traffic volume, and role in a company. If we can solve the user’s tasks — an MDR schedules a demo session and assigns the lead to another sales rep for a more detailed conversation.
Teams working asynchronously set different objectives. Marketers launch campaigns and collect leads, and sales do their best to convert leads to deals. When a company can’t generate the desired revenues, the question arises: are sales reps bad at their work, or do marketers collect low-quality leads?
Marketers only cared about metrics in advertising accounts and had no clue of what was happening to their leads. The team didn’t know how much they were going to earn. Hence, the team didn’t know how much they could invest in advertising.
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We approached our marketing campaigns differently.
You need to know your funnel to budget your marketing. The teams learned about unit economics. Each campaign is treated as a hypothesis. Marketers know their key metrics on each stage, and how many leads will convert to buying. This helps us avoid campaigns that we know will not pay off. Some campaigns only need to be launched if our sales team works on the leads.
If we run a retargeting campaign in Facebook Ads saying “Learn to increase the number of leads using Dashly” and collect demo requests in the Facebook lead form using automatic placements with a static image, we’ll get five demo requests for less than $10.
When marketing passes leads to sales, we need to know if we collected quality leads. We can collect many leads that won’t convert. This campaign should be stopped in time so that the team’s time and money are not wasted.
Marketers passed leads to sales in a chaotic manner: we did a webinar → we saw how many people signed up after it → the very few of them did → what should we do next?
We decided to ask sales to call these leads. But sales reps told us that these leads were bad.
We created a ritual to teach teams to give feedback. The ritual was called “the lead committee”. Marketing and sales teams participated in these meetings. Sales reps reported all leads they got from the marketing team over the last one or two weeks. Then, teams discussed how many leads are on a particular stage of the funnel, how many of them bounced, how many deals are closed, and how the remaining leads should be processed.
Let’s say 80% of the campaign leads didn’t proceed to demos because they didn’t even have their websites. It means we shouldn’t scale this campaign because it brings us bad leads.
If leads are not ready for a demo yet, there’s a chance to “nurture” them. Marketers jump in on each stage, for example, sending personalized emails to each segment.
I once had a case with a messenger campaign. Metrics on the platform were not super cool. Only 11% of the audience clicked the link, and we got 15 requests for a demo. This may seem a small number. But then these 15 requests converted well. The majority of leads wanted to use our product. One deal pays off all campaign expenses. For me, this was unexpected feedback. I thought the campaign was bad, but the sales told me otherwise. Our “lead committee” is a great source of feedback where I can see how good our campaigns are.
Marketers can collect thousands of leads in just one campaign. A sales rep’s call with a potential customer usually lasts for one hour. If all collected leads are passed to sales, they just won’t be physically able to process all of them.
That’s why we needed to evaluate leads that marketers pass to sales. This would make the sales reps’ work easier as they would know who to call first.
We invented the term “valid lead” meaning:
If a valid lead rejects a demo proposal from a sales rep, they go through a self-service funnel and configure the platform on their own.
If we can’t mark a lead as “valid”, we pass it to marketing for “nurturing”, and an MDR emails them:
If marketers need sales reps to call certain leads, they set up Slack notifications via the integration with Dashly. These are high-priority leads for sales reps.
We use our own tools for that purpose:
1. Qualification Leadbot offering a demo. If a user agrees, Leadbot qualifies them and records the data to the lead card in Dashly.
Qualification Leadbot on the Dashly’s page with plans
2. Lead filtration in the CRM or lead scoring. You can filter out leads you consider “valid” using filters:
When teams see the product audience differently, they set different objectives. That was our case before we described the buyer personas. If teams can’t set the right objectives, they can’t develop a customer strategy. As a result, they lose money.
We defined the ICP which is the Ideal Customer Profile.
For us, these are the companies:
The ICP concept can be used to find leads, position your product, or set up an ad campaign.
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We mostly stick to the ICP when looking for customers. We know for sure what companies we’re looking for. We have success stories to show them and we know how to meet their needs. When we collect a lead from the ICP company, we match the person’s role to the key buyer personas. It helps us understand what tasks they have and what we can offer. During a meeting, our sales reps can tell the lead’s objectives and their pains from similar stories. If a customer confirms that it’s their case, sales reps describe how we can solve their issues.
This model helps our marketing teams design campaigns and formulate offers to acquire new customers.
Pains of a marketer
This is a part of a presentation with pains that Dashly can cure
Advice from Paul:
Team up to sell more, that’s good for business. Even a small sales team can sell more if they work on good leads that marketers qualify. Don’t overman. Communicate and automate qualification and the process of passing leads from marketing to sales.
Let us show you how Dashly can cling the workflow of your sales and marketing to increase the number of quality leads from your website.