Help the user reach the purchase

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The marketer warmed up the lead with the help of letters or communications on the website, and the sales manager discussed all the details with the client and reached the deal. Then, in an ideal scenario, the sale takes place. At this stage of the funnel, you also need to react quickly: the website visitor can put the goods in the basket and not place an order, start paying for the subscription and not complete it.

To get the user to the payment stage, you need to additionally motivate them with a chatbot on the website , emails or pop-ups . If the client has not completed the order, the marketer can send them an email with the items from the cart and a bonus. If they started to make a subscription but did not complete it, you can set up a chatbot that will help them go through the remaining stages .

Don't leave the user after purchase
If a person has made a purchase, then you have achieved your goal. Don't stop there, it is important not to lose contact with the client, because retaining current users is much cheaper than attracting new ones. Email newsletters with bonuses, useful materials and tools on the site will help with this: pop-ups with chat bots.

Constant interaction with the client creates loyalty to the product and increases the likelihood that they will make a repeat purchase, purchase a more expensive subscription, or activate additional features in the service.

Interacting with the customer after the purchase is the job of the Customer Success team. Managers can take an interest in the user's life in the product or work with incoming customer requests to improve the quality of customer service .

Seryozha Glukhov, Head of Customer Support&Success at Carrot quest, tells how to increase customer loyalty and keep them from leaving:


What needs to be done to make the customer buy again: sales increase strategies for online services and online stores .

How we fixed the funnel and doubled revenue at Carrot quest
Our marketing and sales teams know what it’s like to have a broken funnel and waste resources. We always thought they needed to work together, but we didn’t understand how important it was. This thinking led to a number of mistakes:

1. Teams ignored the client at funnel stages that were beyond their control. Marketing collected a huge database of leads, sales called these leads. Most of the leads turned out to be non-targeted. The marketing team did not know about this and continued to launch advertising campaigns, supplying sales with a low-quality database.

How it was fixed: we built a common marketing and sales funnel. At each stage, we defined what the manager does and calculated the current funnel conversion. Based on this, the marketing team rebuilt the process of transferring leads to sales, and in sales, we appointed an MDR — a manager who conducts user prequalification.

2. Teams did not formulate joint hypotheses. The marketing team did not understand what happened next to the leads they brought into sales, and how much money these leads would bring in. Therefore, marketing did not understand how much to invest in the next advertising campaign.

How it was fixed: they created a document with unit economics and started treating each campaign as a hypothesis. Marketing began to understand what metrics need to be calculated at each stage of the funnel, and how many leads will come to a purchase. Based on this, they began to filter advertising campaigns: which ones need to be scaled, and which ones should not be launched at all.

3. The teams did not give each other feedback. Marketing canada email list collected leads from the advertising campaign and passed them on to sales. Sales said that the leads were low-quality. And it was unclear why. So marketing continued to pass low-quality leads to sales.

How it was fixed: a ritual was created - a "committee" for analyzing leads. Representatives of both teams gather there and discuss: how many leads came in, how many of them were rejected, how many turned out to be untargeted, and how many of them closed a deal.

4. Teams didn't evaluate leads. Marketing can collect a thousand leads and pass them on to sales. Sales doesn't have the physical strength to process that entire database.

How we fixed it: we came up with the term "good lead". This is a user who has a website with a certain amount of traffic, he makes contact and has tasks that our service can help solve. This filtering helped narrow the lead base and set priorities: which leads to process for sales first, and which to leave for later.

5. Teams didn't understand who they were selling to. When a company doesn't have a clear idea of ​​the customer, teams don't understand who needs to be brought into the product and what exactly to offer them. And this leads to incorrect goal setting.

How it was fixed: we defined the portrait of the ideal client (Ideal customer profile). This portrait includes a number of criteria that allow the company to search for potential target clients. Sales understand what tasks such a client has and what can be offered to him. And this model helps marketing build advertising campaigns and formulate offers.

Dmitry Sergeev CEO, Carrot quest and Pavel Sokovnin COO, Carrot quest discuss how to set up a lead collection process, combine marketing with sales, achieve target metrics and sell more.