DLT Solutions' Christine Schaefer on the Benefits of Cross-Training Your Marketing Team
TM: Why did DLT approach its direct marketing strategy this way? How much has DLT been able to increase the number of leads for its vendor partners?
CS: Like many marketing organizations today, my team and I are challenged to demonstrate that our direct marketing is more than overhead; it drives revenue and contributes to the bottom line. By monitoring each activity for effectiveness [in] real-time, resources are pulled from activities and channels that are not producing and reallocated to ones that are. Ultimately, that means a better bottom line.
For example, a couple of years ago, my team produced a monthly newsletter for a certain division. For many years, it was effective in generating Web hits, which converted into leads. Then, the account team saw the response rates drop one month. It only took a couple more issues of the newsletter production to see a downward trend. At the same time, we saw an upward trend in the effectiveness of a direct mail program. The funds and the man-hours for the newsletter were quickly reallocated to the more effective tactic.
Similarly, I have been able to effortlessly allocate man-hours of my team members to accounts that need additional support to take advantage of unexpected opportunities—a new market opportunity, a new partner, an industry trend or similar event that can be leveraged for additional sales. This is not unlike a factory making quick modifications to respond to new customer orders.
DLT works hand-in-hand with partners—our flagship partners include Autodesk, Google, NetApp, Oracle, Quest Software, Red Hat and Solarwinds—to help them with their government sales and marketing, acting as an extension of their own team. … My marketing team needs to not only produce results, but also be able to communicate those results (we share our dashboard reports with vendor partners) and repeat them reliably …