The client, a leading law firm, was keen to develop a foothold in the hospitality sector and had decided that a programme of targeted lead generation would best suit their way of working. Whilst they had already identified the companies they wanted to approach, they did not know who within them would be responsible for appraising and selecting a firm of solicitors, nor did they have the skills or resources in-house to conduct the intelligence and lead generation programme.
Working to a tight deadline, we began by preparing a set of scripts to qualify each company before introducing the firm to them. This was followed by the development of a database, which was designed to reflect their information and reporting needs and manage the research process. We then split the project into two logical stages, commencing with an intelligence-gathering phase to identify:
- The names and job titles of the relevant decision makers
- The operating structure of each company and the existence of other divisions that might have a requirement for specialist legal services
- The preferred method of contact (email, post, telephone)
- Full contact details (despite the supplied list being declared “up to date”, we found and corrected numerous address errors)
Once this information had been captured and assessed, it was used to direct the lead generation phase. This involved targeting the decision-makers to; introduce our client and establish whether the company used an in-house legal team or firm of solicitors and, if so, which. Most importantly, TJC also gained the decision-maker’s agreement to receive literature and a follow up call directly from one of the firm’s solicitors.
TJC completed the project by preparing a full set of written reports containing information gathered during the lead generation process including feedback on how they are currently perceived within the hospitality sector.
Quite apart from the quality of the leads and the information generated, this targeted approach ensured that there was minimal wastage in comparison to a conventional campaign, the sales process was accelerated, the programme remained invisible to their competition and the campaign was conducted, from scripting through to final report, in less than 2 weeks.