Introduction
The focus of Onetech is to help marketers in the process of identifying, nurturing, and converting customers. It deals with technical decision makers since they are their primary clients. Chief finance officers and decision makers are their secondary clients. Managers and directors in the information technology departments are their major target customers.
The time of engagement is between three to six months. The company offers secondary services indirectly. Due to its nurturing budget, it deals mainly with a few technical people (Irving 1982, p. 65).
The Process of decision-making
In order to build trust in the registration process, it gives clients an opportunity to download the content that includes case studies. This allows prospective clients to make decisions concerning their goals as far as signing up is concerned. An individual’s decision is based on whether he or she is interested in the quantity or quality. Onetech designs its questions clearly, which serve as a guideline (Enneth 1995, p. 112).
This helps people to make right choices. In order to encourage people to provide accurate addresses for correspondence after registration, the company makes it clear that links to the assets are always emailed to customers. Onetech maintains good communication with its audience for two weeks. This follows the client’s buying cycle, which is three to six months (Russo 1990, p. 15).
The company understands that information availed to customers helps to shape their behavior. The process encourages clients to respond to the information provided by the customer. In the process of developing ideal customer profiles, it first liaises with the sales staff. It tests the sales team, identifies its general characteristics, and studies its trends as far as profits and losses are concerned.
Among the factors considered during assessment, the mechanisms applied in validation are critical. The factors that motivate workers are also important when assessing the performance of staff. For instance, the degree at which the staff understands its roles and the challenges faced during execution of daily duties are to be evaluated. This process is guided by the need to develop profile persona based on client knowledge and sales history (Max & Moore 2008, p. 43).
Onetech ensures that at each stage of the buying cycle, it aligns the information available to its goals. By doing this, it is able to establish the needs, which help to develop the content that addresses pertinent issues. Its target at this level is to prepare customers for communication after the buying cycle.
The company observes other indicators beyond the content. These indicators include changes in information, sites, and the contact reseller information. The data helps Onetech to embrace nurturing principles. It builds the content while at the same time nurturing the flow. Since developing the content is very challenging, it avoids pitfalls by reloading its content often (Lee & Connolly 2005, p. 89).
Conclusion
The company uses marketing automation to make sure that the sales team understands the processes taking place at every stage of the flow. The captured information is available to the sales team. The information includes complete history of the client and responses on their papers.
This helps them to see how prospective customers react to their programs and content. The company also encourages regular meetings with sales team. The meeting allows an open discussion that involves analyzing the feedback received. It helps correct mistakes committed in the past. Errors are considered an opportunity to improve in the future. These processes of decision-making have helped Onetech to improve in all its departments.
List of References
Enneth, A 1995, Barriers to Conflict Resolution, Stanford Center on Conflict and Negotiation, Norton.
Irving, L 1982, Groupthink: psychological studies of policy decisions and fiascoes, University of California, California.
Lee, R & Connolly, T 2005, The Psychology of Decision Making: People in Organizations, Sage Publications, Thousand Oaks.
Max, D & Moore, B 2008, Judgment in managerial decision-making, Wiley & Sons, Indiana.
Russo, E 1990, Decision traps ten barriers to brilliant decision-making and how to overcome them, University of Virginia, Virginia.