Web Engage Labs your partner selection in business

Why do you need one?

It's not cliché to say: The days of simple selling are over. It's true. The Internet, and the Web sites connected to it, have changed the dynamics of the seller-buyer relationship.

Thanks to unprecedented access to research provided by millions of Web sites and the interactive, multimedia technologies deployed through them, the power of information-formerly in the hands of the seller-is firmly now in the hands of the buyer.

The WebEngaged Buyer entering your sales funnel knows more, shops more and delivers more sales resistance, something your sales department intuits, but may not be able to articulate clearly.

The WebEngaged Seller can harness the challenges delivered by this buyer, and nudge the two cycles back toward alignment.

It's done with StratDigi

Research indicates most companies are well behind the learning curve when it comes to understanding the seriousness of this disconnection, and are therefore slow in identifying issues and implementing solutions.

A StratDigi is a corporate culture change map for integrating the sales, marketing, customer service and IT departments..

StratDigi charts for each department the strategy and tactics each can execute to meet up with and join conversations with your customers and prospects are either having, or trying to have, about their needs, preferences, prejudices and plans. . .without the guidance and assistance of your sale representatives!

StratDigi is a 62-point distributed Web 2.0 plan of action for getting your people more engaged with your markets, with a healthy equilibrium between your own content that you distribute through you corporate Web site(s) and the content exclusive to Web 2.0.

StratDigi is a revolutionary approach to measuring and proving ROI across multiple departments using a core metric:
The Sales Enablement Engineering (SEE) Quotient.

The SEE Quotient is the equalizer that generates in internal equilibrium between the right brain orientation of the marketing department and the creative account representatives who serve them, and the less-glamorous, left-brain analytic orientation of sales management that have to navigate the shoals of the numbers game.

SEE Survey is the first component in a Sales Enablement Engineering Initiative.

The SEE StratDigi is the second component: The blueprint for action.

The first step in the SEE Survey is developing a DMACS model; in other words, a model of your sales cycle, a "back-to-basics" look at every facet of your cycle. The DMACS model component of the SEE Survey%u2122 is the sales department factor, separate from the factors of IT, marketing, customer service, or other departmental (even supply chain) influences on the sales cycle.

The second step in the SEE Survey is Touch-Point Stream Analysis-A, an interdisciplinary analysis of the total sales process, from the inside out (versa outside-in). The evaluates what other departments are, or are not doing, that influences the sales cycle. The Touch-Point Stream Analysis-A charts more than 60 touch-points of interaction between your company and your markets. We evaluate each touch as a mini-commercial for your company; how each is scripted and delivered; how each enables your sales cycle....or disables it.

The third step in the SEE Survey is Touch-Point Stream Analysis-B, an outside in (versa inside-out) analysis. We want to understand what matters most to your prospects and customers in their evaluation of your company, and procurement and use of your products and services. Interview candidates may include prospects in the funnel, customers, lost prospects, lost customers and vendor-partner affiliates.

The intent of this SEE Survey element should not be framed as taking a simple customer survey. It's much deeper than that. What we really strive for is significant insight and understanding of what challenges your prospects and customers are facing, and how you can make a difference to them. By its very nature, our process will glean tactical information about how you and your competitors are doing in key areas; areas where you can readily make modifications that improve your competitive posture.

The fourth and final step in the SEE Survey%u2122 is internal circulation of the Survey. This is a structured step with a defined beginning and end, and leads up into the second component in the initiative: The SEE StratDigi -The Blueprint for Action.

PARTNERING
In a recent survey of executives, 52% stated "Merger or Acquisition" as the better approach to meeting their growth objectives, 42% stated "Organic Growth," and only 6% selected the utilization of both approaches.

What's the best option, what will your company implement in 2008, and what are the best practices in both areas?

At a strategic level, which do you see as the better approach to meeting your growth objectives?

- Small vendors: Find yourself a dance partner (or two).
- Large Vendors: Consider a shopping initiative

These partnerships will need to be more than loose affiliations and cross-sell agreements. Strategists must define a plan that starts with identifying complementary technologies and companies.

Whether you are looking to grow through M&A's, organic growth, customer partnerships, or a combination, the WebEngage Labs Partnership Consultants are uniquely qualified to help you develop a successful strategy to meet your growth objectives.

Please contact us to discuss your upcoming growth objectives with a WebEngage Labs Partnership Consultant.

WebEngage Labs can help you develop a provable mobile marketing campaign model, with a focus on text message marketing and interactivity utilizing Common Short Code (CSC) messaging technology,and create your imprint in the mobile marketing channel to stay competitive and better serve your customers.

Long popular in Europe, CSCs - short strings of numbers to which text messages can be addressed - allow wireless subscribers to access applications on all participating wireless carriers' networks, at any time. CSCs expand the reach of wireless providing immediacy of impact and unprecedented levels of consumer involvement.

This addressing system gives content providers the potential to access 150 million wireless customers in the United States who subscribe to Short Message Service (SMS), a form of text messaging available on most digital phones and Pocket PCs.

SMS, also known as text messages, or more colloquially SMSes, texts or even txts, connects cell phones, handheld devices, even landline telephones. The possibilities are endless: Voting and polling, contests, surveys, direct marketing, chat, games etc.; all can benefit from "txt'ng based on using CSCs."

Demographic-specific, context-sensitive, targeted promotions and word-of-mouth marketing activities effectively 'communitize' consumers into micro-communities where they can participate in exclusive promotions, and exchange information about products, services, feature stories, and an unlimited number of other points-of-interest.

Contact us to discuss your upcoming growth objectives with a WebEngage Labs Mobile Marketing Consultant.

WebEngage Labs, Inc., is headquartered in beautiful Portland, Oregon and solicits projects selectively on a global basis.

WebEngage Labs is a growing ecosystem of research and development partners with domain expertise in sales, marketing, customer service and information technology.

Collectively the partners specialize in engineering multi-disciplinary, and multi-department sales enablement programs that will measurably reduce, or shorten, buying and selling cycle times.

We are proud of our reputation as innovators and pioneers. We encourage you to contact us with your RFP. If you don't have a formal RFP, contact us. We will format one for you.

WEBENGAGELABS ABOUT US:

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DMACS is the WebEngage Labs acronym for sales cycle modeling, analysis and measurement.

Discovery - Discover; learn about; gain an understanding of prospect needs

Matching - Identify the best solution (product and service mix) to fit the needs analysis

Accelerating - Intensely negotiate significant concerns (neutralizing stalls and objections)

Closing - Create appropriate contract; reviews; sign-off's; delivery and signatures

Servicing - Execution of the sales representative's post-close requirements.

Time and again, when connected to a lead generation Web site, I reach the red line in the company's marketing conversion funnel where I submit all of the information requested of me, positively expecting to then cross over it into their sales conversion funnel. Frequently, however, it doesn't happen. They neglect me and lose me.
This means that all of the time and money invested in building the Web site and marketing it, building viral buzz with blogging and other tactics, capturing top search engine rankings and religiously testing to improve conversion rates on the call to action; it's like full throttle until the last quarter lap, then they shut the engine down.
The logical interpretation for this is that management places more attention on marketing than it places on selling. How does this happen and what adjustments do you make to straighten out the bottleneck in the company's end-to-end sales process?