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Tracking Your Marketing Efforts
Kathy Ellis. The American Salesman. Burlington: Sep 2005. Vol. 50, Iss. 9; pg. 26, 3 pgs

Abstract (Summary)

Tracking your marketing efforts can be challenging because it is virtually impossible to know exactly which marketing effort resulted in your prospect taking action. There are many resources available that can help you track your marketing efforts or you can easily set up your own internal system today by doing the following: 1. Create a marketing calendar and place all the marketing activities your company is doing on the date or dates of the activity. 2. Determine how the calls/e-mails/contacts will be handled when they are received. 3. Create a tracking spreadsheet that lists all your marketing activities across the top and the date and space for client/prospect name to the left. 4. Provide everyone in your company with a marketing calendar, sample of the marketing collateral, and a tracking sheet or access to the on-line sheet/database. 5. Use the information you gather to learn more and test different marketing programs.

Full Text

 
(717  words)
Copyright National Research Bureau Sep 2005

Tracking your marketing efforts can be challenging because it is virtually impossible to know exactly which marketing effort resulted in your prospect taking action. More likely, it will be a combination of efforts that will do the trick - from your sales staff calling, networking and in-person sales presentations - to the newsletters, postcards and trade shows you work. Each effort will take its own part in getting the prospect to take the next step.

Tracking your marketing efforts is still important though. It is all part of the "inspect what you expect" strategy that can only lead to more informed decisions in the long run. The most important element is to be sure everyone in your company knows what marketing efforts are being made.

This does a few things for you. First, it lets everyone know you feel they are part of the team. It can also give them a sense of pride and security knowing you believe in the company enough to "tell" others all about it.

Secondly, you never know the potential clients with whom your team members may have the opportunity to speak about your company. Marketing is a great internal teacher because when done correctly, it is a concise and memorable way to share with others what you do. Thirdly, team members may answer the phone or have an opportunity to visit directly with the prospect. Being informed will certainly help your company look/feel/be more organized, and your team can also ask how the prospect learned about the company. The more they know about the specifics of your marketing efforts, the better equipped they'll be to identify a particular effort.

Set Up A System

There are many resources available that can help you track your marketing efforts or you can easily set up your own internal system today.

1. Create a marketing calendar and place all the marketing activities your company is doing on the date or dates of the activity. Update the calendar each month and/ or each time a new activity is added.

2. Determine how the calls/e-mails/contacts will be handled when they are received. If you have more than one sales person, determine how the leads will be divided.

3. Create a tracking spreadsheet that lists all your marketing activities across the top and the date and space for client/prospect name to the left. Also leave a space to indicate the person in your firm to receive the lead. If you are using a master spreadsheet, make one person responsible for maintaining the master, but give any team members who many answer the telephone a sheet to track any calls they may take. Have them turn in the sheets at the end of the day so all updates can be included and provide updated sheets each morning. If you are using a spreadsheet or database that can be accessed by all, train everyone on how to enter the information so you can capture it.

4 . Provide everyone in your company with a marketing calendar, sample of the marketing collateral, and a tracking sheet (if using one) or access to the on-line sheet/ database. Update this information on a regular basis.

5 . Use the information you gather to learn more and test different marketing programs.

Outside Tracking Services

If you do a lot of advertising or direct mail or participate in trade shows, consider using outside sources to help you track your efforts and focus on obtaining more results from these marketing efforts.

Companies such as CallSource (www.callsource.com) and W5 Technologies (www.w5.com) are excellent resources to help you fine tune your marketing. CallSource helps you track your telephone traffic and W5 helps you track Web traffic.

Tip from The Business Lab: Setting up a tracking system (any system) will help you improve your marketing plan. Tracking allows you to learn about your marketing and make adjustments when necessary.

[Author Affiliation]
Kathy Ellis is a marketing coach and the owner of The Business Lab, a full-service marketing and graphic design company. They specialize in creativity and helping you think outside the box. They then help you implement those creative ideas through programs including database marketing, Web sites, interactive CD brochures, company brochures, client newsletters and promotional marketing materials. The Business Lab is based in Houston, Texas at 281-374-0170 or at kathy@thebusinesslab.com.

Indexing (document details)

Subjects:Guidelines,  Marketing,  Performance evaluation
Classification Codes9190 United States,  9150 Guidelines,  7000 Marketing
Locations:United States--US
Author(s):Kathy Ellis
Author Affiliation:Kathy Ellis is a marketing coach and the owner of The Business Lab, a full-service marketing and graphic design company. They specialize in creativity and helping you think outside the box. They then help you implement those creative ideas through programs including database marketing, Web sites, interactive CD brochures, company brochures, client newsletters and promotional marketing materials. The Business Lab is based in Houston, Texas at 281-374-0170 or at kathy@thebusinesslab.com.
Document types:Commentary
Publication title:The American Salesman. Burlington: Sep 2005. Vol. 50, Iss. 9;  pg. 26, 3 pgs
Source type:Periodical
ISSN:00030902
ProQuest document ID:887990731
Text Word Count717
Document URL:

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