The Public Sector Business unit of Dell Computer provides an example of how this key player identification process can generate excellent results. Several years ago, the Dell Public marketing team realized, following the key player identification process, that it had at least one key player relationship with only 31 percent of the sites in its highest potential segments (see Figure 2, above). The Dell team, working with Massini Group, initiated a three-phase process to increase revenue from these segments. Phase one focused on the use of telemarketing to identify key players at a high percentage of sites. Over the next six quarters, systematic work in this area raised key player penetration to close to 90 percent—a significant increase.
If the value of the database is to be maintained, consistent approaches to data entry and data capture, along with systematic processes to filter the data to maintain database order and integrity, must be established and followed. Of paramount importance: Each instance of contact with a prospect must be recorded promptly and accurately.
To illustrate this, consider again the Dell Computer case study. Success in phase one meant a new key player name was added to the database. Phase two then used a combination of telemarketing and direct mail to cause opt-in, (i.e., an individual agreeing to receive further communication from Dell). This obviously is a critical new piece of information that needs to be recorded accurately and maintained in the database.
Phase three used e-mail and other electronic communication to continue to make offers and generate response from the client. This example illustrates that each action must be connected to the correct contact, which must then be connected to the correct site. If these steps successfully occur over time, increasingly effective communication can result, which will motivate the prospect to have a tighter relationship with the company.