Our client specialises in 5S workplace organisation, eliminating waste and improving flow to help create the ideal physical workplace. Using the Kaizen system and the 5S framework, they focus on visual order, organisation, cleanliness, and standardisation to improve profitability, services and safety. The innovative approach creates more efficient and flexible processes and forms a solid foundation upon which to build continuous improvement.
Changes in sector funding opened new business opportunities for our client, who wanted to maximize their revenues and stay at the forefront of the market. To achieve this, they were keen to raise awareness of the programme, educate the market and onboard new businesses. Our client approached us to engage with relevant businesses, nurturing their interest until they were sales-ready and could be passed to the internal sales team for follow-up.
We put together an integrated lead-nurturing programme over six months, incorporating regular emails with tailored messaging dependent on the different decision-maker roles and profiles of each organisation. A/B testing allowed us to drive email engagement and regular reports provided detailed assessments of prospect interaction. This was combined with a series of layered telemarketing touch points to help build a more one-to-one, customised relationship with prospects.
The service our client provides is a high-value purchase, involving complex workplace changes. It’s, therefore, imperative for decision-makers in charge of different areas of a business to be involved in any workspace adjustments. By forging relationships with key individuals, we ensured we could connect with the right influencers involved at different stages of the buying journey. We designed a bespoke lead-scoring system to find out how “warm” each lead was based upon the number and depth of our interactions with each decision-maker. We shared this data with our client’s sales team once they had been funnelled through the sales pipeline.
Since we were working with some large national organisations with more than 1,000 employees, it was essential to adopt a lead-nurturing process that guaranteed regular and consistent engagement across channels. The content was therefore designed to reflect the key challenges facing each company based on their initial data profiling. Tailored messaging was used to encourage attendance at a Factory Tour, complementary resources for businesses to download or confirmation of a face-to-face audit with our client’s sales team.
In addition to this, our client also wanted to help companies use their apprenticeship Levy fund to develop their existing workforce and embed an improvement culture. We therefore carried out targeted engagement to educate the market, and advise on the best ways to make use of their Levy fund.
Throughout the campaign we built a targeted database for our client with key information into company structures, buyer understanding of the offering and general appetite for business improvement and lean training programmes within the engineering and manufacturing sectors. This intelligence could then be used within our client’s future marketing strategies.
We helped redesign our client’s overall engagement strategy and lead-nurture process, integrating phone communications with fresh email content. As a result, we successfully engaged with multiple senior decision-makers and, despite the long-term nature of the sell, two large firms signed up to the offering within the pilot phase of the campaign. From this phase our client closed a total of £300,000 worth of business across their priority sectors.
We continue to support our client in an ever-changing market landscape, communicating and advising on key messages to ensure stakeholders are engaged in a meaningful way, opening the door for future opportunities.
Get in touch to find out how we can help you meet your business growth objectives.
Blueberry Marketing Solutions Ltd
Consort House, 12 South Parade, Leeds, LS1 5QS