Heinz Marketing Predictable Pipeline Framework & Maturity Model
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The document outlines a framework for evolving a company's pipeline development approach across several stages: 1) Initial and ad-hoc approaches lack clear target markets, sales processes, roles and responsibilities, or coordinated messaging and outreach. 2) At the defined stage, target markets, sales cycles, roles, messaging and basic technologies are established, though inconsistencies remain. 3) The managed stage involves refining personas, qualification criteria, sales processes, content strategies, and coordinated multi-channel outreach plays. 4) An optimized approach iteratively improves targeting, aligns processes to customer buying journeys, and fully integrates technology with a focus on outcome-based metrics.
Heinz Marketing Predictable Pipeline Framework & Maturity Model
- 1. 1 Pipeline Development Framework Target Market Sales Cycle Team Message Reach Enabling Technology Metrics of Success Segments, accounts, personas, qualification criteria, list building Length of time, number of meetings, decision process, buyer journey, deal size (how people buy) Roles and responsibilities, skills structure, hand-offs, prospecting->engagement->closing->onboarding “Point of view”, value proposition, subject matter expertise (need/outcome), trust validation Phone, email, social, IRL, events. The playbooks and outreach flows to contact prospects. Contact details, automated outreach/nurture, deal tracking Contacts created, leads generated, opportunities created, connect rates, conversion rates, revenue contribution
- 2. 2 Initial Ad-Hoc Defined Managed Optimized Target Market Lack of clearly defined target market and Ideal Customer Profile (ICP), no personas Limited/assumption-based approach to market/customer. Limited to no qualification criteria defined Ideal Customer Profile defined, personas defined and articulated Known accounts, defined and agreed to qualification criteria, defined and confirmed personas Iterative approach to target account identification, dynamic personas, qualification criteria drives targeting Sales Cycle No known or defined repeatable approach Ad hoc approach & understanding of how customer buys Understood time and decision making process, friction remains Known and articulated buying journey, enablement focus Selling process aligned with buying process, all known friction removed Team Undefined roles and responsibilities, no skills mapping/development Major functional roles defined, high churn, low performance Roles, responsibilities, and competency profiles defined and operational Responsibilities and hand- offs known and operational, team is performing Aligned team structure, career path and skill milestones Message No unified message and/or compelling value proposition Confusing and disorganized message, no consistency and company-centric Defined messaging and positioning mapped to audience, speaking to market and needs vs. feature/benefit Content editorial calendar in place, major trust validation content in production, defined industry “point of view” Versioned strategic messaging framework approach, content editorial calendar speaks to customer need/outcome Reach One-off bulk emails, direct ask outreach “Every person for themselves” with no coordination Sales playbook(s) in place but used for reference vs. execution Coordinated efforts among email, phone, online, offline channels Integrated and executed outreach “plays” across channels Enabling Technology Limited to no real technology in place. Basic email, phone, spreadsheets Individual purchase decisions drive technology, low utilization, no integrated plan Major categories purchased and in place, some coordination among teams All current tools configured and utilized to justify expenditures Technology aligned with process, approach in place to test new tools Metrics of Success Random and inconsistent measurement Individual teams and contributors track and promote their metrics Major categories tracked but bias towards actions vs. outcomes Alignment around creating opportunities and revenue contribution across all activities Full funnel measurement and accountability Pipeline Development Evolution