LEAD GENERATION & MGT.pdf
Content
SPONSORED CONTENT
B2B Research Insights
LEAD
GENERATION
AND
MANAGEMENT
For
SMB
Sales
and
Marketing
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
ALIGNMENT, INTEGRATION, METRICS, REVENUE
B2B sales and marketing teams share a big challenge: attracting and identifying well-qualified leads, and
managing those contacts through the buying process to a successful close.
Marketers need to communicate internally the importance of lead generation, cooperate closely with sales
throughout the process, and generate well-qualified leads that sales can turn into revenue. And while the
adoption of lead-gen programs is increasingly mainstream and growing yearly, it is making its most
substantial inroads among small-to-midsized companies.
“Lead Generation and Management for SMB Sales & Marketing” takes a look at the factors behind successful
lead-generation strategies and tactics, with findings most pertinent to the SMB marketer and sales director:
60% of the respondents to this study represent companies of $100 million or less in annual revenue, and with
fully 47% from companies with $25 million or less. Included are important trends among marketer-sales
peers, including lead-gen techniques, cross-department cooperation, and metrics and technology, along with
recommended action items revealed by the data.
CONTENTS
1. Essential action items
2. Adoption, yes … but success?
3. Working through the challenges
4. Getting the metrics right
5. Methods to boost lead generation
6. Pathways to progress
7. SMBs and better lead-gen practices
8. Notes & resources
✓ Methodology
✓ Contributors
✓ About the Ad Age Group
✓ About Act-On Software
In partnership with
1
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
ESSENTIAL ACTION ITEMS
Marketers and sales teams intent on success report four key action items:
1. Integration of lead-gen techniques. Integration between online and offline marketing
efforts is essential. Companies face multiple marketing channels and fragmented
media. Best-of-breed marketers are using automation and strategic initiatives to make
sense of the confusion, and gain control of their programs.
Those companies that
encourage mutual
cooperation between
marketing and sales
can gain significant
competitive
advantages.
2. Sales-marketing cooperation. Three-quarters of companies are not
working to improve cooperation between these two essential functions, and
many don’t bother even trying. Those companies that encourage mutual
cooperation between marketing and sales can gain significant competitive
advantages.
3. Metrics and assessment. Marketers say it is essential to use analytics,
employ closed-loop analysis, calculate and show ROI, and support
accountability. Basic to this effort is improving database management and
data hygiene – both important elements in the lead-gen process. Also key:
understanding buyer personas, the buyer’s journey, the nurturing process, engaging
with buyers via multiple touch points, and defining criteria for the hand-off to sales.
4. The necessity of technology. Marketing teams, in particular at small-to-midsized
businesses, are generally as slim as their budgets. Here, technology increasingly is
viewed as a necessity. Marketers can liaise with their technology vendor partners and
IT colleagues to leverage the synergies that exist in technology, branding, and
customer interaction.
2
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
ADOPTION, YES … BUT SUCCESS?
Marketers are well along in their adoption of lead-gen practices: 81% are at least
moderate participants in some form, compared with 74% in a similar survey a year ago.
Also, 47% are “very” or “fully” involved. It is clear that lead-generation processes, in some
form, have entered the mainstream of B2B marketing (Figure 1).
Figure 1 Current stage of lead generation adoption
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
Even as marketers’ use of lead-gen techniques is on the rise, so is marketer confidence.
When asked to project their companies’ sales growth over the next 12 months, fully 59%
said they expected growth to be “more” or “significantly more.” In this regard, it would be
unreasonable to think that lead-gen adoption and sales growth are not linked.
However, marketers to date are far from fully integrating online and offline marketing
tactics. Just 18% of survey respondents indicate that they are “very” or “fully” integrated,
indicative perhaps of the newness of many digital campaign efforts, and a lack of
analytical tools to determine optimum points of integration (Figure 2).
3
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
Figure 2 Stage of integration of online and offline marketing tactics
Marketers are far from
fully integrating online
and offline marketing
tactics, perhaps due
to the newness of
many digital
campaign efforts.
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
WORKING THROUGH THE CHALLENGES
Marketers are clear about the efforts and challenges required to improve their leadgeneration processes and successes. No. 1 is having more and better content that
demonstrates their company’s expertise. This is followed by a stronger website, as well as
better segmenting, scoring, and qualification (Figure 3).
Figure 3 Methods of improving lead / demand generation
4
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
What else holds marketers back from fuller adoption of lead-generation techniques and
the nurturing required to hand well-prepared, strong leads off to sales? Not surprisingly,
lack of resources often is cited, but it’s more complex than mere allocation of funds. For
almost half, the depth and accuracy of the database are significant obstacles (Figure 4).
Figure 4 Obstacles to being better at lead generation
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
GETTING THE SALES METRICS RIGHT
Measurement is the key to understanding both process and success. Without
understanding what produces (or fails to produce) success, there is little chance of altering
approaches for the better. More than three-quarters of marketers view a prospect’s
request for a sales contact to be the No. 1 indicator of what constitutes a lead (Figure 5).
This hard metric, an indication of serious interest, is far and away more appreciated as a
signal of a hot lead than a prospect-initiated call (59%), a prospect who contacted the
organization through multiple channels (49%), a request for a white paper (43%), or other
indicators.
5
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
Interestingly, on average some seemingly more sophisticated lead-scoring indicators are
given short shrift: For example, just 41% of marketers said a “lead” is one that is accepted
by sales. The telemarketing team’s opinion is valued less (35%), and even achieving a
pre-determined lead score doesn’t make the grade with many marketers (25%). Overall,
marketers place the least value on being followed or “liked” on social media as a minimum
lead indicator.
Figure 5 The minimum criteria for a lead
Lead nurturing is
more dependent
on content
marketing, with
newsletters and
white papers
leading the way.
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
METHODS TO BOOST LEAD GEN
Marketers also are clear about the methods they believe are most effective in nurturing
leads: There is a strong confluence of opinion around sales calls, webinars, newsletters,
thought leadership, and white papers. Marketers are also deploying webinars to a much
greater extent as a means of acquiring and nurturing leads, as well as social media, blog
posts, and videos. Given that sales calls are considered the most effective method of
nurturing leads (57%), followed closely by newsletters (53%) and white papers (50%), a
productive nurturing scheme would be sales and marketing working together to plan the
timing and cadence of both sales and marketing touches within one campaign.
6
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
For marketing’s part, clearly content is paramount in the lead-nurturing process (Figure 6).
Figure 6 Most effective methods of nurturing leads
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
PATHWAYS TO PROGRESS
While there is a strong commitment to content marketing in general, there is little attempt
to ensure that the content is targeted and pertinent to the buyer’s stage in the journey.
The most productive nurturing
scheme will likely be one in
which sales and marketing
work together to plan the
timing and cadence of both
sales and marketing touches
within one campaign.
7
When marketers were asked where in the sales funnel their
lead-nurturing efforts are deployed, 59% said they make no
attempt to consider any stage where buyers are considering
their purchase (Figure 7). When marketers do cite a specific
stage employing lead nurturing, most cite the mid-funnel (21%).
Only 6% use nurturing at the bottom of the funnel on behalf of
sales acceleration.
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
Figure 7 Where in the sales funnel do you use lead nurturing?
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
The current state of lead nurturing might be viewed as relatively unsophisticated overall,
since B2B marketers often still defer to the sales department and its reps to “warm up”
Competitive
advantages may be
gained with lead
nurturing tailored to
where buyers are in
the sales funnel.
8
customers and prospects with sales calls. However, subtle types of nurturing
approaches are gaining favor, with an emphasis on educational materials that
address problem solving.
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
SMBs AND BETTER LEAD-GEN PRACTICES
The views of marketers from small-to-midsized business, as revealed by this study,
sometimes contrast significantly from their enterprise-size colleagues. While these
differences often are strengths for SMBs, they also indicate areas where SMBs can learn
from large-company marketers.
■ It is not surprising that SMB marketers view their vendor partners as extensions of
their team and marketing staff. This is contingent on the professionalism of the vendor:
its ability to communicate the metrics that produce strong ROI, whether it offers easyto-use software, and how easy it is to do business with. It’s telling that the vendor is
perceived as a team member—not merely a vendor.
■ Small to mid-size companies are much more likely than large companies to
characterize a request for a sales contact as a potent criterion for a lead. This may
explain why SMBs tend to rely more on the sales team versus the marketing team to
qualify a lead. Relying more on the marketing function, in vigorous cooperation with
sales expertise, can help SMBs better identify lead stages in order to be more
competitive.
■ SMBs tend to rely on case studies and anecdotes as marketing content, which then is
used to engage prospects in their problem-solving process. SMBs also prefer videos
and blogs for the same purpose. Expanding this to include white papers and researchbased thought leadership, already used effectively by larger companies, can help
establish smaller companies as category leaders, in the same vein that enterprise
companies are striving to do. This could be particularly effective in the branding effort,
which SMBs tend to ignore.
■ Smaller companies sometimes underestimate their competitive advantages against
larger companies. While all marketers have to deal with a lack of resources, largercompany marketers feel it more acutely than do SMB marketers, and also tend to be
concerned about the depth and accuracy of their customer databases, poor
communications between marketing and sales, and their inability to respond
adequately to buyer behaviors. The SMB attention to detail—and in particular the ability
to “start small” with a strong understanding of databases and buyer behaviors, and
then scale from there—may help SMBs grow and succeed, and compete successfully
with larger companies.
■ In evaluating success, SMB marketers say “generating revenue” is key, to a greater
extent than marketers from large companies. Smaller companies can gain a keener
understanding of marketing metrics with more sophistication here, in particular by
seeking an understanding of ROI as a main criterion for marketing success.
9
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
NOTES & RESOURCES
Methodology
Ad Age | BtoB’s study is based on a survey of 282 business marketers conducted in June
and July 2013. Of those, 60% were from companies with less than $100 million in annual
revenue, although 18% reported annual revenue of $1 billion and more. Technology
companies predominated, at 32% of all respondents, with financial services, consulting,
nontechnical, and medical/pharmaceutical companies also represented.
About The Ad Age Group
The Ad Age Group is the leading source of
news, intelligence and conversation for the
global marketing and media community.
Ongoing coverage of strategic topics like
CMO strategies and data-driven marketing is complemented by breaking news on digital,
social media and more. The 83-year-old media group incorporates premium content from
Advertising Age, Creativity and BtoB, produces more than 15 original rankings each year,
holds exclusive conferences and other gatherings, and offers the most in-depth,
comprehensive data and insight services in the marketing and media industry.
Advertising and editorial offices—685 Third Avenue, New York, NY 10017 •
212-210-0100 • website: http://adage.com
Corporate headquarters—1155 Gratiot Avenue, Detroit, MI 48207 •
313-446-6000 • website: www.crain.com
10
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
About Act-On Software
Act-On Software is a leading provider of cloud-based
integrated marketing automation software.
Organizations of all sizes and industry verticals
benefit from Act-On’s powerful and integrated
marketing suite. Marketers can manage all their online marketing efforts, including email,
Web, mobile and social from a single dashboard that can be seamlessly integrated with
CRM, so that sales can have access to various marketing functions. Act-On’s technology
features an Instant-On™ database for accelerated campaign implementation; an easy,
highly intuitive user interface; and a comprehensive, feature-rich solution set. This
includes a best-in-class email engine with one-click integration to leading Web
conferencing and CRM solutions; tools for website visitor tracking, lead scoring, lead
nurturing and social media prospecting; design tools for Web forms, landing pages and
emails; inbound tools for advanced SEO, Google AdWord tracking and blog integration;
and more. Act-On is headquartered in Beaverton, Oregon, with offices in Roseville and
San Mateo, California; Scottsdale, Arizona; Spokane, Washington; Reading, United
Kingdom; and Bangalore, India.
Corporate headquarters—8300 SW Creekside Place, Suite 250, Beaverton, Oregon
97008 • 503-530-1555 • website: www.act-on.com • email: [email protected]
11
© 2014
Act-On Software
B2B Research Insights
LEAD
GENERATION
AND
MANAGEMENT
For
SMB
Sales
and
Marketing
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
ALIGNMENT, INTEGRATION, METRICS, REVENUE
B2B sales and marketing teams share a big challenge: attracting and identifying well-qualified leads, and
managing those contacts through the buying process to a successful close.
Marketers need to communicate internally the importance of lead generation, cooperate closely with sales
throughout the process, and generate well-qualified leads that sales can turn into revenue. And while the
adoption of lead-gen programs is increasingly mainstream and growing yearly, it is making its most
substantial inroads among small-to-midsized companies.
“Lead Generation and Management for SMB Sales & Marketing” takes a look at the factors behind successful
lead-generation strategies and tactics, with findings most pertinent to the SMB marketer and sales director:
60% of the respondents to this study represent companies of $100 million or less in annual revenue, and with
fully 47% from companies with $25 million or less. Included are important trends among marketer-sales
peers, including lead-gen techniques, cross-department cooperation, and metrics and technology, along with
recommended action items revealed by the data.
CONTENTS
1. Essential action items
2. Adoption, yes … but success?
3. Working through the challenges
4. Getting the metrics right
5. Methods to boost lead generation
6. Pathways to progress
7. SMBs and better lead-gen practices
8. Notes & resources
✓ Methodology
✓ Contributors
✓ About the Ad Age Group
✓ About Act-On Software
In partnership with
1
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
ESSENTIAL ACTION ITEMS
Marketers and sales teams intent on success report four key action items:
1. Integration of lead-gen techniques. Integration between online and offline marketing
efforts is essential. Companies face multiple marketing channels and fragmented
media. Best-of-breed marketers are using automation and strategic initiatives to make
sense of the confusion, and gain control of their programs.
Those companies that
encourage mutual
cooperation between
marketing and sales
can gain significant
competitive
advantages.
2. Sales-marketing cooperation. Three-quarters of companies are not
working to improve cooperation between these two essential functions, and
many don’t bother even trying. Those companies that encourage mutual
cooperation between marketing and sales can gain significant competitive
advantages.
3. Metrics and assessment. Marketers say it is essential to use analytics,
employ closed-loop analysis, calculate and show ROI, and support
accountability. Basic to this effort is improving database management and
data hygiene – both important elements in the lead-gen process. Also key:
understanding buyer personas, the buyer’s journey, the nurturing process, engaging
with buyers via multiple touch points, and defining criteria for the hand-off to sales.
4. The necessity of technology. Marketing teams, in particular at small-to-midsized
businesses, are generally as slim as their budgets. Here, technology increasingly is
viewed as a necessity. Marketers can liaise with their technology vendor partners and
IT colleagues to leverage the synergies that exist in technology, branding, and
customer interaction.
2
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
ADOPTION, YES … BUT SUCCESS?
Marketers are well along in their adoption of lead-gen practices: 81% are at least
moderate participants in some form, compared with 74% in a similar survey a year ago.
Also, 47% are “very” or “fully” involved. It is clear that lead-generation processes, in some
form, have entered the mainstream of B2B marketing (Figure 1).
Figure 1 Current stage of lead generation adoption
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
Even as marketers’ use of lead-gen techniques is on the rise, so is marketer confidence.
When asked to project their companies’ sales growth over the next 12 months, fully 59%
said they expected growth to be “more” or “significantly more.” In this regard, it would be
unreasonable to think that lead-gen adoption and sales growth are not linked.
However, marketers to date are far from fully integrating online and offline marketing
tactics. Just 18% of survey respondents indicate that they are “very” or “fully” integrated,
indicative perhaps of the newness of many digital campaign efforts, and a lack of
analytical tools to determine optimum points of integration (Figure 2).
3
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
Figure 2 Stage of integration of online and offline marketing tactics
Marketers are far from
fully integrating online
and offline marketing
tactics, perhaps due
to the newness of
many digital
campaign efforts.
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
WORKING THROUGH THE CHALLENGES
Marketers are clear about the efforts and challenges required to improve their leadgeneration processes and successes. No. 1 is having more and better content that
demonstrates their company’s expertise. This is followed by a stronger website, as well as
better segmenting, scoring, and qualification (Figure 3).
Figure 3 Methods of improving lead / demand generation
4
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
What else holds marketers back from fuller adoption of lead-generation techniques and
the nurturing required to hand well-prepared, strong leads off to sales? Not surprisingly,
lack of resources often is cited, but it’s more complex than mere allocation of funds. For
almost half, the depth and accuracy of the database are significant obstacles (Figure 4).
Figure 4 Obstacles to being better at lead generation
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
GETTING THE SALES METRICS RIGHT
Measurement is the key to understanding both process and success. Without
understanding what produces (or fails to produce) success, there is little chance of altering
approaches for the better. More than three-quarters of marketers view a prospect’s
request for a sales contact to be the No. 1 indicator of what constitutes a lead (Figure 5).
This hard metric, an indication of serious interest, is far and away more appreciated as a
signal of a hot lead than a prospect-initiated call (59%), a prospect who contacted the
organization through multiple channels (49%), a request for a white paper (43%), or other
indicators.
5
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
Interestingly, on average some seemingly more sophisticated lead-scoring indicators are
given short shrift: For example, just 41% of marketers said a “lead” is one that is accepted
by sales. The telemarketing team’s opinion is valued less (35%), and even achieving a
pre-determined lead score doesn’t make the grade with many marketers (25%). Overall,
marketers place the least value on being followed or “liked” on social media as a minimum
lead indicator.
Figure 5 The minimum criteria for a lead
Lead nurturing is
more dependent
on content
marketing, with
newsletters and
white papers
leading the way.
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
METHODS TO BOOST LEAD GEN
Marketers also are clear about the methods they believe are most effective in nurturing
leads: There is a strong confluence of opinion around sales calls, webinars, newsletters,
thought leadership, and white papers. Marketers are also deploying webinars to a much
greater extent as a means of acquiring and nurturing leads, as well as social media, blog
posts, and videos. Given that sales calls are considered the most effective method of
nurturing leads (57%), followed closely by newsletters (53%) and white papers (50%), a
productive nurturing scheme would be sales and marketing working together to plan the
timing and cadence of both sales and marketing touches within one campaign.
6
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
For marketing’s part, clearly content is paramount in the lead-nurturing process (Figure 6).
Figure 6 Most effective methods of nurturing leads
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
PATHWAYS TO PROGRESS
While there is a strong commitment to content marketing in general, there is little attempt
to ensure that the content is targeted and pertinent to the buyer’s stage in the journey.
The most productive nurturing
scheme will likely be one in
which sales and marketing
work together to plan the
timing and cadence of both
sales and marketing touches
within one campaign.
7
When marketers were asked where in the sales funnel their
lead-nurturing efforts are deployed, 59% said they make no
attempt to consider any stage where buyers are considering
their purchase (Figure 7). When marketers do cite a specific
stage employing lead nurturing, most cite the mid-funnel (21%).
Only 6% use nurturing at the bottom of the funnel on behalf of
sales acceleration.
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
Figure 7 Where in the sales funnel do you use lead nurturing?
Lead Generation: Optimum Management of Lead-Gen Campaigns
N=282, 2013
Source: Ad Age | BtoB
The current state of lead nurturing might be viewed as relatively unsophisticated overall,
since B2B marketers often still defer to the sales department and its reps to “warm up”
Competitive
advantages may be
gained with lead
nurturing tailored to
where buyers are in
the sales funnel.
8
customers and prospects with sales calls. However, subtle types of nurturing
approaches are gaining favor, with an emphasis on educational materials that
address problem solving.
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
SMBs AND BETTER LEAD-GEN PRACTICES
The views of marketers from small-to-midsized business, as revealed by this study,
sometimes contrast significantly from their enterprise-size colleagues. While these
differences often are strengths for SMBs, they also indicate areas where SMBs can learn
from large-company marketers.
■ It is not surprising that SMB marketers view their vendor partners as extensions of
their team and marketing staff. This is contingent on the professionalism of the vendor:
its ability to communicate the metrics that produce strong ROI, whether it offers easyto-use software, and how easy it is to do business with. It’s telling that the vendor is
perceived as a team member—not merely a vendor.
■ Small to mid-size companies are much more likely than large companies to
characterize a request for a sales contact as a potent criterion for a lead. This may
explain why SMBs tend to rely more on the sales team versus the marketing team to
qualify a lead. Relying more on the marketing function, in vigorous cooperation with
sales expertise, can help SMBs better identify lead stages in order to be more
competitive.
■ SMBs tend to rely on case studies and anecdotes as marketing content, which then is
used to engage prospects in their problem-solving process. SMBs also prefer videos
and blogs for the same purpose. Expanding this to include white papers and researchbased thought leadership, already used effectively by larger companies, can help
establish smaller companies as category leaders, in the same vein that enterprise
companies are striving to do. This could be particularly effective in the branding effort,
which SMBs tend to ignore.
■ Smaller companies sometimes underestimate their competitive advantages against
larger companies. While all marketers have to deal with a lack of resources, largercompany marketers feel it more acutely than do SMB marketers, and also tend to be
concerned about the depth and accuracy of their customer databases, poor
communications between marketing and sales, and their inability to respond
adequately to buyer behaviors. The SMB attention to detail—and in particular the ability
to “start small” with a strong understanding of databases and buyer behaviors, and
then scale from there—may help SMBs grow and succeed, and compete successfully
with larger companies.
■ In evaluating success, SMB marketers say “generating revenue” is key, to a greater
extent than marketers from large companies. Smaller companies can gain a keener
understanding of marketing metrics with more sophistication here, in particular by
seeking an understanding of ROI as a main criterion for marketing success.
9
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
NOTES & RESOURCES
Methodology
Ad Age | BtoB’s study is based on a survey of 282 business marketers conducted in June
and July 2013. Of those, 60% were from companies with less than $100 million in annual
revenue, although 18% reported annual revenue of $1 billion and more. Technology
companies predominated, at 32% of all respondents, with financial services, consulting,
nontechnical, and medical/pharmaceutical companies also represented.
About The Ad Age Group
The Ad Age Group is the leading source of
news, intelligence and conversation for the
global marketing and media community.
Ongoing coverage of strategic topics like
CMO strategies and data-driven marketing is complemented by breaking news on digital,
social media and more. The 83-year-old media group incorporates premium content from
Advertising Age, Creativity and BtoB, produces more than 15 original rankings each year,
holds exclusive conferences and other gatherings, and offers the most in-depth,
comprehensive data and insight services in the marketing and media industry.
Advertising and editorial offices—685 Third Avenue, New York, NY 10017 •
212-210-0100 • website: http://adage.com
Corporate headquarters—1155 Gratiot Avenue, Detroit, MI 48207 •
313-446-6000 • website: www.crain.com
10
© 2014
Act-On Software
B2B Research Insights
Lead Generation and Management for SMB Sales & Marketing
About Act-On Software
Act-On Software is a leading provider of cloud-based
integrated marketing automation software.
Organizations of all sizes and industry verticals
benefit from Act-On’s powerful and integrated
marketing suite. Marketers can manage all their online marketing efforts, including email,
Web, mobile and social from a single dashboard that can be seamlessly integrated with
CRM, so that sales can have access to various marketing functions. Act-On’s technology
features an Instant-On™ database for accelerated campaign implementation; an easy,
highly intuitive user interface; and a comprehensive, feature-rich solution set. This
includes a best-in-class email engine with one-click integration to leading Web
conferencing and CRM solutions; tools for website visitor tracking, lead scoring, lead
nurturing and social media prospecting; design tools for Web forms, landing pages and
emails; inbound tools for advanced SEO, Google AdWord tracking and blog integration;
and more. Act-On is headquartered in Beaverton, Oregon, with offices in Roseville and
San Mateo, California; Scottsdale, Arizona; Spokane, Washington; Reading, United
Kingdom; and Bangalore, India.
Corporate headquarters—8300 SW Creekside Place, Suite 250, Beaverton, Oregon
97008 • 503-530-1555 • website: www.act-on.com • email: [email protected]
11
© 2014
Act-On Software
