Attribution in sales funnel design is imperfect; that is not a reason to stop measuring it. Most disappointing results in the wider marketing and commercial practice agenda trace back to an audience defined too broadly. Participants who influence this strand of marketing and commercial practice without directly controlling it will find the content directly usable. Mature organisations treat sales funnel design as a standing capability rather than a project that finishes. Buying a tool rarely fixes this area of marketing and commercial practice; the underlying capability has to be built internally first. Participants test their assumptions about this part of marketing and commercial practice against scenarios designed to break weak ones. The outcome is a practitioner who can hold a position on sales funnel design and revise it on evidence. The programme converts the wider marketing and commercial practice agenda from an area of general awareness into a set of repeatable practices. The programme closes with an action plan for the marketing and commercial practice capability that each participant writes for their own organisation.
Expected Learning Outcomes
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Define the audience for sales funnel design precisely enough to exclude people.
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Set a realistic target state for sales funnel design and a defensible route to it.
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Identify the failure points in sales funnel design most likely to cause loss, and control them first.
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Diagnose whether a problem in sales funnel design is one of design, resourcing or discipline.
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Choose channels for sales funnel design on evidence of where the audience decides.
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Build the sales process for sales funnel design so it is repeatable across the team.
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Design the retention and win-back approach for sales funnel design.
Who Should Attend
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Founders and owner-managers running sales funnel design personally.
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Business partners who must understand sales funnel design well enough to challenge it.
