“What could derail this project?” a prospect asked me, following our discussion about PointClear’s lead generation, qualification and nurturing services. We had just finished talking about the importance of marketing and sales coming together to mutually define a lead prior to starting a lead generation program. We’d spent some time on the persistent yet professional cadence we employ. And we’d gone into some depth as to how our associates are all seasoned, degreed and sales trained.

My answer to his question? “This outbound teleprospecting project won’t succeed if management of the project is pushed down.” I went on to explain that if the program was delegated to a marketer who didn’t have experience in lead management it wouldn’t work. If the client manager didn’t understand our processes and how they impacted results, the program would fail. And if this person was hesitant about escalating issues for fear of appearing weak, the effort (and investment) would not be worthwhile.

It takes an accountable and confident manager to make decisions following initial testing (i.e. tweaking the message, segmenting the list, course correcting on timing). Just as important, it takes an engaged executive champion to stay on top of the program.

Just ask Jim Norton, SVP of QGenda, a 3x PointClear client who recently brought us in on his first day on a new job. He knows first-hand what it takes to succeed: “If you want quality results, PointClear is best-in-class and my go-to for lead generation, qualification and nurturing for over 10 years.”

Jim and our other long-term and repeat clients know that it takes a team to succeed at B2B lead generation. The PointClear team of associates, managers and analysts needs to work closely and collaboratively with our day-to-day client contact. And we need access to the buyer (usually the CMO or VP of Marketing or Sales) to keep things on track. (And to drive the leads needed to meet revenue goals.)

With that scenario, everyone wins.

I am open to your questions. Just ask!