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Your Agency Has a Sales Problem. Here's How You Can Hire to Fix It.

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If your agency has found success in running inbound marketing programs and generating leads, then you’ve likely experienced a surprising problem: You’ve got too many leads to follow up with and manage.

As your inbound marketing programs have scaled, it has likely become more difficult for your new business director or sales rep to make contact, qualify, and nurture these leads to the point where they are ready for a sales conversation or a proposal.

Click here to learn how to streamline your agency’s sales process to help you improve your close rate

You’re missing out on valuable opportunities.

This is why some agencies are following in the footsteps of software companies and are introducing the sales development role in their firms. A sales development rep (SDR) focuses on the front end of the sales cycle, specifically:

This is all in an effort to move prospects further through the funnel — to a place where they want to have a serious conversation about the value of your agency and how it can help their business.

This person also helps bridge the gap between sales and marketing to handle the growing lead problem and to cater to inbound leads.

The SDR  ensures that leads that are sales-ready get attention from the right people in your agency, and leads that need more nurturing are provided with tailored content and nurturing that moves them closer to becoming a client. The rep weeds out leads that are not worth the time of your sales team, starts building trust, and readies the sales person to do what she does best — sell. Basically, this role makes sure that your inbound sales efforts are as predictable as your inbound marketing.

But that’s not all. Here are eight reasons why you should create a sales development role in your agency to help increase sales and scale your business.

1) You’re a rockstar inbound marketer

Your first problem was lead flow. But now that you’ve fixed that with a solid and scalable inbound marketing program, you’ve got another issue to contend with: You’re spending a large amount of time following up with unqualified leads and prospects who just aren’t a good fit. Consider this: 98% of marketing qualified leads never result in closed business.

While more leads equals more opportunities to win new business for your agency, there’s still an education and qualification process that needs to happen to transform leads into sales-ready prospects.

In addition, you want to get the most qualified prospects in touch with your new business director or agency owner as quickly as possible. While lead scoring can help with this, it’s more effective for someone to pick up the phone, determine the needs of the person, start to build trust, and determine whether more education is necessary or if the prospect is ready for an initial meeting with your executives.

2) Interested in expanding your services

Adding a new service line to your agency’s offerings is a big investment. A sales development rep can actually create demand for that service, rather than having to wait for the agency to market the service to new clients or bring up the offering when it’s time to renew a client’s retainer. The SDR would evaluate your current client list to determine who might find value in investing in the service, and then she would work independently or with the client’s account manager to grow that client’s business with the agency.

The SDR could also cultivate a list from your lead database of prospects who weren’t previously a good fit but now are because of this added service/offering.

3) Increase your average revenue per client

It can cause confusion when the account manager — the person who builds the most trust with a client, manages communication, and basically serves as an advocate for the client’s needs to the agency’s team — also acts as a sales person. This can cause the client to keep back information from her account manager or even distrust the AM’s motivations.

An SDR is useful in situations where for example, a client has signed on to do a project and works closely with the account manager. The SDR can come in to have the sales conversations with the client about signing on for additional project- or retainer-based work. This alleviates the conflict between servicing and sales.

4) Struggling to reach your target market

You’ve just defined your positioning and have started marketing your agency. Yet, there’s a lag. Typically, inbound marketing takes months to see the initial results, and you don’t have months to wait for people to learn about your agency. An SDR can help to bridge the gap between your marketing efforts and sales. This person can introduce your new ebook or blog posts to your newly defined target market, driving interest and new prospects to your firm.

5) Looking to shift or pivot your target market

This is similar to #4 in that an SDR can be the person to inject energy and velocity into lead generation and sales while you are waiting for your marketing efforts to catch up.

6) Interested in improving your conversations with prospects

Oftentimes, people want to move from an initial conversation to the proposal process too quickly. The result is time wasted on a proposal that doesn’t address the client’s needs.

An SDR can increase the quality of conversations throughout the sales process by slowing things down and taking her time to truly understand the budget, needs, goals, challenges, etc., of the prospective client. She can determine both if the client meets your ideal client profile and what knowledge the client might need about your agency and the services you offer before she can buy into and commit to seeing results from your service. If more education is needed, the SDR can add the prospect to an email nurturing sequence and then analyze the person’s engagement and progress.

This will prompt more in-depth, honest, and useful conversations when the new business director/owner finally meets with the client and her team. They can spend their time talking about business issues and concerns, rather than only marketing challenges. This all will help to improve your proposal conversion rates.

7) Planning to grow your sales team over time

In 80% of agencies, the average tenure of a new business development director is less than two years. People in this position manage the majority of the relationships with your agency’s future clients, so that short tenure should scare you.

By creating a sales development role in your agency, you’re building a training and development program for the future success of your sales effort. According to Mark Duval of The Duval Partnership, which provides business development solutions including sales training and coaching to agencies, it typically takes 3-6 months to find a new business director (this may depend on the seniority). For a new biz person — even with previous experience — to ramp up and be fully trained, you’re looking at around six months. So it could take a year before you see the full impact of a new business director on your agency.

An SDR gets the chance to learn the agency business, the front end of the sales cycle, how to build trust, how to qualify and establish urgency, and how to prospect. This creates high-performing new business directors in the future and more results for your agency right now. At HubSpot, our sales reps who start out in the SDR role typically move on and perform better than their peers.

In addition, there’s lower risk (and a lower cost) when hiring this role over a new business director position, and it allows you to maintain stability in the most important role at your agency.

8) You want to sell more, period!

It’s simple math: The more leads you communicate with, the more prospects you talk to, and the more people you quality, the more sales your agency will see. By improving your connect rates and conversion rates through the addition of a sales development rep, you can have more meaningful conversations with leads that results in a bigger client list and more revenue for your agency.



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Macros (Scripting). Self Botting. ( Probably the most lucrative post you'll see in a while)

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As a kid I loved Dragonball z. One day I found a 2d gaming site, full of anime games. One game I played people had the power level of 1000000 (You had to sit there and Press «P» to press the punching bag. Where my powerlevel was only 300. No matter what I did.

One day I found out that these guys were cheating. They were using a software called Ez Macros/ Macro Express (More complicated but i recommend it) to train for them while they were sleeping.

If you cant beat em, join em. I cheated. Made my 300 -> 1000000. Many, many times even after i got banned. So many times i was known as the Ez King. lol.

10 years later…

I thought to myself…If I could make 1 digit into 1000000. Why cant I make $1 in my bank account into $1000000. In the end All we are dealing with are numerical digits.

I used used Ez Macros / Macro Express. And created numerous databases. This is a freebie and a spoon feed to you guys. It will take you some time to master the art of recording -> scripting.
I wouldn’t be surprised if they moved this thread to VIP section. Im teaching you how to hire 10 men for free. AI and Robots are the future. This is how you use a «Computer». Make it move for you. Bring this to an interview and you’ll get hired (worked for me).

Dont be a fool and give out your niche. Just know the wealthiest members have been here for YEARS and might have 2 or 3 posts. I am giving back because i’m tired of being a piece of shit.

HulioG

 



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Brands Should Work With Influencers, But Only If They’re Smart About It

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If you Google the phrase “influencers are,” you get these descriptors: dead, stupid, annoying, gross, losing their influence. And those are some of the more diplomatic responses to that popular open-ended search.

So why should brand marketers continue working with self-styled digital tastemakers and trendsetters?

“Consumer sentiment has never been so negative,” said Amber Atherton, founder and CEO of Zyper, a company that helps connect brands to their die-hard fans. “The market is saturated, and trust is being eroded.”

The key is choosing the right influencers, sometimes those with sway over a relatively small number of people in their immediate social circles, since 83% of consumers trust recommendations from family and friends more than any other form of advertising, according to Nielsen stats.

That insight came during Adweek’s Elevate: Influencers conference Oct. 17 in Los Angeles as Atherton discussed the value of super fans with Akash Mehta, Christian Dior’s global digital manager of parfums.

In the past three years, Mehta has zeroed in on “the bottom of the pyramid,” meaning those budding online mavens with 1,000 to 10,000 followers, where he’s found “more conversion and potentially more credibility” for the Dior beauty brand. (The top 1%—celebrities and other famous faces—still play a role, he said, but mainly in building awareness.)

The execs wanted to dispel the notion that working with everyday folks can’t move the needle.

“When you activate an influencer, it shouldn’t just be image driving—it should be business driving,” Mehta said, who also noted that he’s using gifts, free product and other rewards as incentives to get quality user-generated content. “We’ve seen ROI improve as we’ve gone further down that pyramid.”

The afternoon thought leadership event, held at Deutsch’s Steelhead production studio, included sessions with Kalen Allen, a video novice turned viral star (and Ellen DeGeneres protégé) and Drew McGowan, communications lead at Clif brand and Luna Bar, whose partnerships with members of the U.S. Women’s National Soccer Team highlighted the battle for equal pay for the World Cup-winning athletes. Helixa CEO Florian Kahlert told attendees to drill down further into influencers’ audiences (beyond demographics to psychographics) to find the best brand match.

Other insights from panelists included words of wisdom from Aimee Song, an “OG” blogger who’s built the fashion brand Song of Style with online retail giant Revolve, who has always listened to her “inner voice” about working with marketing partners. “I won’t promote diet tea because I don’t believe in it, for instance,” she said. “There’s quick cash to be made” from such one-off deals, “but I’d rather have longevity.”

Execs at Revolve, an early adopter in the space, have built a stable of some 3,500 millennial and Gen Z influencers “in over a decade of making smart, strategic bets,” Raissa Gerona, chief brand officer, said.

“We’ve always looked at influencers as entrepreneurs,” she said. “A lot of companies don’t understand the power and complexity of influencers.”

Revolve, amping up the experiential marketing that it’s pioneered with its influencers, has toyed with the idea of opening a branded hotel or restaurant (there’s already a members-only Revolve Social Club in L.A. for loyalists) as part of realizing its “lifestyle brand” status.

L.A. Brand Stars winner Russell Barnett, CMO of My/Mo Mochi, spends “an inordinate amount of time” vetting and educating a highly curated group of influencers for the sweet treat brand, knowing that sometimes they may toss the script.

“If they go rogue, we love that and we don’t love it,” he said during a session with fellow L.A. Brand Stars from Beyond Meat and FabFitFun. “Sometimes it’s a happy accident because that’s where the real passion is. If it goes bad, you can ride that out.” 



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Direct-to-consumer brands that have tested Snapchat's latest ad format say it's helping drive returns while bringing their cost-per-purchase down

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  • Snapchat’s Dynamic Ads format is already working well for some e-commerce and direct-to-consumer brands.
  • Snapchat is rolling out the new format today. Business Insider reported first that it was testing the dynamic ads format this summer.
  • Brands including Princess Polly Clothing and Vitaly Design said the Dynamic Ads are helping cut the cost of ads and are increasing return on spend for them.
  • Click here for more BI Prime stories.

Snapchat is rolling out a new ad format it’s been testing for months, and some e-commerce and direct-to-consumer brands said it was already paying off for them.

Dynamic Ads let advertisers automatically create ads from their product catalogs and serve them to people on Snapchat in real-time, based on interest people have shown in the brand online. Business Insider broke the story about Snapchat testing the dynamic ads format this summer.

Read More: Snap is secretly testing dynamic product ads that retarget consumers as it races to compete with Facebook and Pinterest for e-commerce dollars

Such ads already exist on Facebook, Twitter, and Pinterest, and the new format is a way for Snapchat to make a bigger effort to grow retail, e-commerce and performance marketing dollars, sources previously told Business Insider. Advertisers can bid for Dynamic Ads on Snapchat’s self-serve platform Ad Manager. The ads will be available to brands everywhere, but campaigns will only reach its US audience to start.

Advertisers say Dynamic Ads are working for them

Some DTC advertisers that have tested Dynamic Ads include Princess Polly Clothing, Vitaly Design, Shady Rays Polarized Sunglasses, and The Ridge Wallet, said Dynamic Ads are helping bring their cost-per-purchase down while increasing their return-on-ad-spend (ROAS) compared to other  ad formats on Snapchat.

Snapchat has given brands discounts to get them to new formats, but didn’t do so with Dynamic Ads, a company spokesman said.

Online retailer Princess Polly Clothing has been testing Dynamic Ads over the past month to retarget people. Dynamic Ads let it easily personalize the ad creative depending on the user and drive purchases, said Kim Zorn, its digital marketing manager. The retailer said its cost-per-purchase decreased by 60% while its return on ad spend is 171% higher than compared to other, similar product-focused campaigns.

For accessory maker Vitaly Design, Dynamic Ads let it easily reuse its product feeds to create ads, saving time and money, said Joe Cornfield, director of marketing at Vitaly Design. The company said it saw a 21% decrease in cost-per-purchase and a 29% increase in ROAS compared to other cross-platform e-commerce ads.

Retailers could import their product-catalog feeds on Snapchat to create other ads such as Story Ads, Snap Ads, and Shoppable Snap Ads since September, but until now, the ads had to be targeted manually. Dynamic Ads’ automatic nature means the company doesn’t have to create a new ad for every item, said Chris Ratterman, founder and CEO at sunglasses maker Shady Rays.

«Although it’s early, we’re seeing very promising results,» he said, adding that Dynamic Ads campaigns resulted in a 66% decrease in cost-per-purchase and a 286% increase in ROAS compared to its other retargeting initiatives.

Snap is making a bigger play for e-commerce dollars

In recent years, Snapchat has been catering to performance-driven advertisers with initiatives like its self-serve ad platform, Snap Pixel, Product Ads, and Reach and Frequency-based buying. More recently, it launched the Snap Select program, tools for video marketers and updates to its non-skippable, six-second video ad format Commercials. 

Snapchat has also been working to appeal to DTC advertisers outside of products. The company recently reorganized its sales team under its new chief business officer Jeremi Gorman, with a sales team dedicated to «emerging brands» or DTC brands. These reps frequently offer tips and credit to try out new formats, DTC brands like Curology have told Business Insider.

Read More: Popular direct-to-consumer brands like Brooklinen, Curology, and MeUndies are flocking to Story Ads on Snapchat Discover as Instagram gets crowded and pricier

Snapchat’s move comes as many DTC companies are shifting spending beyond the channels that helped propel their businesses, especially Facebook and Instagram to marketing channels like long-form video. 



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