Lead-scoring helps gather customer leads and information. Do you need company stakeholders to agree on some ground rules about which information is valuable?
Absolutely. It's capturing information about customers that your competition might not have. You can build a variety of metrics to figure out threshold scores for lead-scoring that equate to a solid buy signal. Your threshold should be fluid, though. For example, if a VP or a C-level officer does something in a maturation process, it should have greater weight in scoring than if a manager did the same thing. The same is true for target accounts. If a Fortune 100 company is in a lead maturation process, you should know about that, and if the company is on your target list for this year and they're snooping around your products and your website, you should know that, too. You don't have to always wait until a threshold is reached, but it should be a firm backbone for your marketing process.
It's important to analyze existing customers and the processes that brought them into the fold. How long was the evaluation? How high up the chain of command did we need to go to get approval? How long did they spend in each phase of our established, formal sales process? How did we handle this or that objection or a specific competitor, and what proposal did we use? What did we put in and what did we leave out? Things like that can give you a very clear picture, a template of what a good lead should be.
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