Outbound Lead Generation

Outbound Lead Generation

Outbound lead generation is a term that I often hear people using, but I find very few have sat down and thought about what it actually means, how it works, and how to implement it into their sales models. The following article breaks down the different parts of Outbound lead generation. It will help you rationalise what you are not doing, what you should be doing and how Outbound Lead generation should fit in with your other models of driving traffic.

Let’s start with Marketing as a whole and look at what are the four main methods of Lead Generation:

Four basic methods of finding leads

  1. Inbound marketing
  2. Outbound marketing
  3. Account-based marketing
  4. Outbound lead generation

They are each different, and below is a snapshot of each, with the rest of the paper focusing on Outbound Lead Generation

Inbound marketing

This is where you publish content on the web or social media, and when the content gets seen and someone is interested in what you have put out, they will ideally reach out to you. Examples of parts of this process are SEO, website management, content distribution, advertisement campaigns etc. As a side note, it is always run by marketing.

Outbound Marketing

Outbound Marketing should not be confused with Outbound Lead Generation. Outbound Marketing is where you are sending out or initiating communication with a group of targeted people, usually, it’s interruptive and can be through Mail campaigns, Email campaigns, LinkedIn campaigns, LinkedIn Events. The critical differentiator is that you are reaching out in volume, to groups using a database of some sort.

Account-based Marketing

Is a method of marketing that is based around the collaboration of Marketing and Sales. Both parties must work together, building out a plan that targets specific accounts. This involves content, database building, using direct engagement methods with prospects. The goal is to raise brand awareness and engage with individual companies[Accounts] through a variety of communication methods. When Marketing and Sales work together, it’s a smooth and collaborative process, and when they don’t, it’s usually a complete failure.

Outbound Lead Generation

Reaching out to create prospects using personalised communication or interaction of some sort by the Salesperson. It is ideally done in a human-to-human way, with the goal of building trust and converting the relationship into a meeting.


Outbound Lead Generation introduction

I love outbound lead generation. It’s the backbone of our business, and it’s what is allowing us to scale, keeping costs manageable and is much easier to develop and control through the ups and downs of our current world than other methods of Lead Generation. Although we use all four methods, Outbound Lead Generation is at the heart of our model. We should all be getting Referrals, Networking, building Partnerships, managing our Existing Clients effectively.

In the sales process, what is the purpose of Outbound Lead Generation?

It’s to drive prospects into your system that sit within your target market and target persona, converting these into ‘introductory meetings’, focussing on the 30% of prospects who have a need and don’t know they do, and the 7% who have a need and are aware they have a problem but have not got round to solving it at the moment. The below diagram breaks this down, and a good outbound lead generation model is the only way to tap into the 37% in the middle, which is highlighted in the bottom diagram.

Where do you start when looking at Outbound Lead Generation?

All Lead Generation and Marketing should come back to your target market, looking at segmentation, differentiation, our market, the product, and whether outbound lead generation can help you tap into this marketplace. There are very few products Outbound Lead Generation does not work for, with the main one that comes to mind being where you only have a small or narrow market. I.e., you sell mining equipment, and there are only 40 to 100 firms in the world that could buy your product. This would require an Account-based marketing model, and Outbound Lead Generation will not work so well.

Which B2B businesses should be using Outbound Lead Generation as a core part of their marketing mix?

My opinion is that the following industries should be using Outbound Lead Generation as one of their core methods and this should be clearly documented and managed through the CRM.

  1. Professional services
  2. Software sales
  3. Engineering
  4. Hardware products
  5. B2B Sales
  6. Financial services

In the following section, I will break down the process of building out your model, what should go into it and each of the stages in running a successful campaign.

The nine parts required to build a successful Outbound Lead Generation model are as follows:

  1. Segmentation and target market assessment
  2. Goal planning around metrics and targets
  3. Database assessment and build
  4. Agreement on Outbound lead generation methods to be used
  5. Content creation model to facilitate this
  6. Technology for managing it
  7. Implementation and training
  8. Allocation of roles to support the model
  9. Weekly review and metrics

Part one

Segmentation, Differentiation and Value Proposition

Without this, you cannot run a successful business development model. As I mentioned above, you will need to work through this part, define your target market, why they are your target market, your value proposition, and your differentiation, and eventually explore and understand your client buying journey. I cannot stress the importance of working through this area; you are running blind without this piece, and you will struggle without it. For more information on building this reach out.

Part two

Goal planning for Outbound Lead Generation

I usually put goals first, but your Value Proposition and Differentiation will help you build a realistic set of goals when you know your segment. When you are planning out your goals, you should consider the following areas.

  1. Revenue targets
  2. Average sales size
  3. Ratios in your sales process
  4. Number proposals to one sale
  5. Number of demos and when you did them [software sales and demo should be made one meeting before proposal]
  6. Number of discovery meetings to one demo or collaboration
  7. Number of discovery meetings to one proposal
  8. Number of introductory meetings to one discovery meeting
  9. Number of Prospects created
  10. Number of contacts created

These are some of the metrics that you need to look at, but not all of them. You will need to build out yours and start to understand what will make up your metrics. Ultimately, we need to remember the purpose of all lead generation and marketing. To drive leads into your business that allows you to do one thing; book a meeting. Nothing more complex than this. Without the introductory meetings, you cannot start your sales process.

Part three

Database Assessment and Build

You now need to build and clean your database. Without a clean database, optimising your contacts and running a Lead Generation model will be clunky at best. Most companies we meet struggle with their databases and the following list are some of the challenges they face.  Ask yourself, is this you?

  1. Lots of uncategorised contacts that are useless in your CRM.
  2. Spread around in various spreadsheets, files, phones, business cards on desks and other places contacts hide.
  3. No method of managing the data that all understand.
  4. No process, discipline and guidelines for adding new contacts to the system
  5. Not reviewing the data and quality of the inputs regularly. Poor data leads to an infective CRM

Your database is at the heart of your success. A good, well-categorised database is the start point of building out your model. Some of the categories of contacts in CRM should consist of the following:

  1. Existing clients
  2. Old prospects
  3. Current pipeline
  4. Existing prospects
  5. Generic contacts are broken into qualification groups. I.e., Industry, Sector, Region, Role, potential etc.
  6. Partners
  7. Influencers
  8. Email database
  9. Fields to be able to search
  10. LinkedIn database in Navigator

Building a database with these10 core areas, shows you have a healthy database, there are others, but having these will be a great start.

Part four

Types of Outbound Lead Generation you can consider:

Now we get to the nitty-gritty and explore the kinds of Outbound Lead Generation methods you should be considering. I will give you a rough breakdown of each of the processes that sit within each.

The six main methods of Outbound Lead Generation:

  1. Networking
  2. Referrals
  3. Existing clients
  4. Partners
  5. LinkedIn
  6. Cold calling

The common theme here is that they all involve human to human relationships, where you are directly creating some form of communication and relationship with a single person. Which then ideally can over the right amount of time be converted into a meeting.

It’s important before you step into the types of Lead Generation we can follow to think through the natural flow of a contact converting to a prospect and then a meeting, the following breaks this down:

  1. Contact creation
  2. Initial engagement
  3. Nurture
  4. Meaningful interaction
  5. Convert to prospect
  6. Book a meeting

Through any of the listed methods of Lead Generation, Referrals, Networking, Existing Clients, Partners, Cold Calling and LinkedIn, we source, meet or communicate with contacts, and we are now on their radar. We nurture over time and have further interactions, from sharing content, inviting to webinars, to chatting on LinkedIn. Our goal then is to have a meaningful interaction, this could be they attend a webinar, you could have a longer conversation or they read a paper.  The relationship is now at a point where you can ask for a first meeting, This is the meaningful interaction stage in the process, which allows you to convert from contact to prospect and reach out and attempt to book a meeting. Which is the goal of all Lead Generation.

Let’s break down each of the six types of outbound lead generation:

1. Networking

This is where you go to an event and interact with people, and from these interactions, you step into relationships. This is a skill and area that, during the last 18 months, the Virtual Era, has not been done as well by most as it should but is critical to our success. There is a randomness to networking, and most find this challenging as they want to go to an event, meet the right people and sell to them. Sadly, this is not the way Networking works. The reality is that one in three events is a waste; one in three is ok, and at the second of the three, you will meet contacts but maybe not the right ones, at the third of three, you will hit the jackpot. Networking should be a prerequisite to being in sales and everyone should be doing one a week or one at a min every two weeks.

The benefits of Networking:

  1. Broadening your base of contacts
  2. Meeting other well-networked people
  3. Meeting potential clients
  4. Meeting partners
  5. Engaging with organisers with databases
  6. Human to human interaction with random but critical contacts

Virtual or Live

Both are great and essential. One live per month and rest virtually would be what I recommend. Virtual can be more effective than live if done correctly, but you need to know your process.

Remember, sound Outbound Lead Generation is about letting the right people know you exist, nurturing the relationships over time, being front of mind and when they have a need being the first point of contact when they want to discuss a problem. Networking is at the heart of building these bases of people that you nurture and look after.

What’s the process for building a Networking Strategy?

  1. Find lists of events where your segment base will be there. Build this list centrally and weekly, and make sure you have every event on. They do not need to be networking; they can be training, collaboration, peer events, thought leadership events, non-networking events, and many others. The key is your target segment is going to be there at some level. I find training events are very productive. Share this with all Sales teams, better still have a central person who books everyone on the right ones.
  2. Register for the events a month in advance and book in your diary. Virtual and live events
  3. Attend the event and follow the process I have laid out.

Attending and optimising an event

You have booked your event; you are attending. What now? The following lays out the key things you need to get right

  1. Research the event, who is organising it, the speakers, connect with them on LinkedIn and their team, look at what it’s about and any helpful info you can refer to when talking and engaging with people there
  2. Make sure you get there early; that’s the best chance to network
  3. When you are there, do not sit with your colleagues: Amateur hour and a waste of your time if you do.
  4. As you navigate through the event, think about the following:

Virtual event

  1. Take notes
  2. Connect with as many as possible on LinkedIn as you go
  3. Track LinkedIn and if they connect, chat to them immediately
  4. Connect with the organisers and speakers
  5. Look for exciting points for conversation using LinkedIn later
  6. Listen and ask questions. It’s not about you. Although you must give a little about yourself, the key is to chat and be curious about them. Your goal is to build a relationship. You can tell them about you later.
  7. Sorry to repeat, but you must take notes as you will forget the details. Name, company if you can and what was discussed or what they said that was interesting. Paraphrase them.


Now the best bit that usually gets poorly done at best. You must follow the following steps:

  1. All contacts go into CRM
  2. All notes go into CRM
  3. The fields and categories must be right in CRM when you put them in
  4. Connect with everyone on LinkedIn
  5. Reach out and chat to them as they connect

Easy, but as I say, most do not do this well. Typically we get the contact, it sits as a business card on our desk with no actions or a note on our laptops that never get actioned.

2. Referrals

Referrals are vital to success, and understanding the process for a good Referral model is essential for all businesses to optimise this revenue source.

I had a client that brought me in to try and understand why a 28-year-old junior salesperson, with two years in the role, was producing more sales than 11 seasoned mature salespeople combined. The answer was she was getting two quality referrals per week and had done for 18 months. The results, in this case, were staggering and her sales size was 4x bigger than the rest, her close rate was 10x higher and her number of meetings to get to one client was far lower. All because she had mastered Referrals. Two per week for her was all it took.

How do you get unlimited referrals? I am going to break down a simple process. There is more to it than this, but this will give you a rough framework that, if appropriately implemented, will have more impact on your business revenue generation than any other topic I cover.

First, what is a referral? A referral is an introduction from a trusted person to someone who ‘could‘ benefit from what you do. The trusted relationship sits with all three parties[the Referrer, Referral and Receiver of the Referral], and trust transfers between parties. I.e., the Referral, and you get part of the trust from your relationship with the Referrer.

There are three types of referrals

  1. Referral with a need
  2. Referral without a need
  3. Inferred referral

Most of us aspire to get referrals with a need, but these are not easy to find, and the scale of bringing in large volumes of them is not there. Think about it, how many people are talking to people they know who need your product right now?

We love to get these, but where the scale really is: when a person introduces you to someone who could buy from you in the future, you meet them and, over time, build the relationship, trust forms and they see you as the preferred vendor. This means that your Referrer does not have to qualify the lead for you; they just need to introduce you to the right person, in the right company within your target market and put over the value that you should both meet. This type of referral can be given in scale.

There are four critical rules boxes that must be ticked before anyone refers you:

  1. Do I trust you?
  2. Do I like you?
  3. Do I trust your product?
  4. Do I like your product?

Without these four areas, you will find it tough to get large volumes of referrals. Herein lies the challenge of referrals, how we do this, what is the process, and how we should approach referrals?

The following are the main parts of a successful Referral model:

  1. Build a list of people that trust you, who like you, like your product, trust your product and are natural influencers or know people in the space you operate in
  2. Ask them for help
  3. If they say yes, book a meeting to go through the process, explain you will pull a list of referrals from their LinkedIn if that’s ok
  4. Pull the list from LinkedIn of people you want to talk to that they are connected to and put it into Navigator. They usually will know 1in10 of the list. So 50 will equal 5 referrals.
  5. Meet and run through the list, highlight the ones they know and are happy to introduce you too
  6. Give them an example message
  7. Ask them to ask the person if it’s ok to be referred to you, then to introduce you. Very simple process.
  8. Once they refer someone, make sure you follow up with them and keep them in the loop with who was referred and how it’s going
  9. Try and help them back
  10. Usually, they will be ok to keep doing this as a supporter of you and your business if you nurture the relationship well.

The key here is having a process, the above model is complex, and you will need to train yourself and the team if you have one, follow up and keep coaching them. It has taken me many years to get this flow right and it works. There is no shortcut, and if you miss a stage, it almost always fails.

See the diagram below for the process flow.

3. Existing clients

As with influencers, they are a significant referral source. I separate them as they need to be handled differently, and there are challenges around the management of existing client bases that you need to consider.

The first thing to look at is assessing how effectively you manage your existing client base, the revenue stream, and how you measure the effectiveness of how you do this?

From here, you will be able to see what is working or what just does not exist. Usually, most Client Relationship Management models are a train wreck, yes you manage your top 2 per cent but the rest are usually not managed well and this is not a healthy model in the long term for both you and your clients. The reason for dropping the ball is simple, the clients are paying you money, you service them, you deliver, and your focus will be on delivery not the management of the client. Nurturing and nourishing your clients is the key to having happy clients, resulting in upselling and cross-selling and just as important as these, they will refer you to others. They become your ambassadors.

There are two parts to consider with existing clients, outside the standard delivery process.

  1. How do you manage the relationship from an upselling and cross-selling point of view?
  2. How do you drive referrals from your existing client base?

Let’s look at a simple breakdown of what good looks like, and this will allow you to reflect and assess your model.

Upselling and cross-selling to your existing client base.

The first area to consider is delivering your product to a client, how this happens, who does it, how well they do it and how you handle the problems and challenges that come with all client delivery. This box must be ticked first as a job well done. The delivery team must care, build the brand, and understand the risks if the client becomes unhappy. This is not saying the client is always right, but more about becoming invaluable to the client, building trust, and doing what you say you will do and do it well.

The second area is how you build the next level of relationship, from client to partner. This rotates around thought leadership, collaboration and you are engaging with the client as a partner so that when they are exploring ideas, they do it with you. The critical point here is they do not see you just as a vendor but as a trusted advisor.

Driving referrals from clients

This blossoms when you have a relationship as a partner, where over a coffee, lunch, or having a business conversation they use you as the subject matter expert and seek your advice and collaboration. As with referrals, you need to prep, assess the relationship, have you got the four cornerstones, they like you, they trust you, they want the product, they trust the product, do they see you as a partner, if not then what do you need to do to get there? Once you have this relationship, the referrals will flow if they are nurtured the right way.

4. Partners

Partnerships management is a skill and a process and is very difficult to get right. There are a lot of moving parts that go into a solid partnership model. Very few people I meet understand this, although many think they are masters at it.

There are three core questions you need to ask when you start down this path.

  1. Why do you want a channel?
  2. Why do they want to work with you?
  3. What are the benefits to them?

From here, you would then break this into three parts

  1. Finding them
  2. Onboarding them
  3. Managing and nurturing them

Within each of these is a process that needs to be built out, assessed, and executed. Usually, companies start partnerships without any deep thought around the rationale of why they want to do this. Making revenue is not enough. What are you selling and why do you sell it, how does this fit into a partner model, who else is doing this, how can you compete, and many other questions that need to be answered?

I love partnership models; they are integral to most companies but getting it right from day one is not as intuitive as you think. But and a big BUT, the partner is the client, they need to be treated with respect and not as a second class citizen. Our job is to support, build and help them be successful and in doing this both parties win. Yes yes, they need to play their part but as with clients, they need to be treated the right way.

Question to reflect on.  How do we help the Partner be more successful?

5. LinkedIn

Most employees have LinkedIn now. But very few are event tapping into even 10 per cent of its potential. What I mean by this is that teams are not building the right profiles, not connecting with the right people, not interacting with the right people the right way, and not pushing content and building them and your brand. LinkedIn tends to sit there and gets about 15 mins a week of effort if you are lucky. To maximise LinkedIn, the following areas need to be working well and clearly defined.

  1. The right profile
  2. Building the right connections
  3. Communicating with the database the right way and consistently
  4. Building out a personal and corporate brand

This starts with Marketing teams, then the Leadership team, then Managers and then their teams. I can assure you that Marketing does not lead from the front as a rule. Their profiles often are shocking, their posts are poor and one dimensional, and their databases are not growing the right way. Why is this important? Marketing should be leading from the front and being an example to everyone else. There are no excuses for this, and it’s not acceptable that they say do what I don’t do, they should say do what I do and I am a great case study for you to follow. Ok, now let’s talk about Senior management. The same goes. They are doing a terrible job, yes some are good, but as a general rule, they are not setting a good example. The reason for this is that they think that others should do this and do not understand that they are the Leadership and that others will only follow if they see and hear their Leadership Team doing the same. Now Managers are a bit better, but they are often doing an average job, and they also need to raise their game. I will not look at Salespeople, but if the above is correct, you can imagine the state of inconsistency with all your Sales Teams.

How should we be using LinkedIn? Two parts to this

  1. A companywide model that at a basic level everyone follows, from the top down
  2. An advanced model of the use of the databases and Navigator to optimise these.

Companywide model

This should rotate around the profile, building contacts, communication and posting. LinkedIn will get bigger and bigger, and if you and your company are not engaging, you will find that you will be left behind. Creating a companywide culture is the answer. Leading by the example that Leadership and Marketing show, train everyone and make it part of your culture.

For training and model building around this area, reach out and look at our LinkedIn Optimisation Course.

6. Cold calling

Finally, cold calling. Something that strikes fear into most but a part of outbound that is critical for some businesses and needs to be part of their outbound lead generation model. Cold calling still has a place, even if it is last. Often with certain products, the only affordable way to go to market is through a cold calling team. An example would be software sales, into a niche market, like restaurants, where the sale size is small, the target person is the manager, and they don’t inhabit a LinkedIn or email campaign world. A cold call to them is highly effective and something that a call team would do well. I believe this area is making a comeback and, for some industries, is the answer if it’s done well.

An excellent cold calling model comes back to five parts

  1. The quality of the data
  2. The people doing this
  3. The reach-out model
  4. The training of the teams
  5. The management and ongoing coaching of teams

Quality of data

The correct data allows you to step into a far more effective call. I.e., you have email, LinkedIn, mobile, name and role. This is as good as it gets. You send an email, and they open it, you phone them, you get through because it’s a mobile, you know the role, you have done the research, you will have a profoundly better call because of this. This now is not purely a cold call; it is nurture, a touchpoint, quality data, and profoundly easier for the caller than stepping in blind. The effect on ratios is profound when this is done well.


Only certain people can call and have the capability to do this. Your recruitment model needs to be correct, getting the right volume of candidates you can choose from.

The reach-out model

As with data, the process, if done right, can make the call ratio far higher. A cold call can be 100 dials one meeting or as good as ten dials one meeting. The model around your process will define this. Think though, of the logic, one caller does 150 dials a day, books 1.5 to 4 meetings or does 100 a day and books ten meetings. The cost savings for this and its effectiveness is a game-changer.

Training of teams

Calling is a skill. Do not doubt this. Without a training model, your process will fail, your turnover will be high, and the conversion of calls to meetings will be poor. Training is at the heart of this.

Management and metrics.

Now we come to the technology, the data and management of the teams. This has become much easier with the new technology and the ability to review metrics around the process. Investing in a sound system is a must.

There is a place for cold calling. Don’t just diss it and leave it out. It’s a valid Outbound Lead Generation model and if you need it then don’t run from it.

Part five

Content creation model to facilitate Outbound Lead Generation

To make any of these Outbound Lead Generation models work, we need to create the right content to engage the contact as we nurture them. This is the marketing and Senior Management responsibility. It often gets missed, but it’s not enough to just meet people or chat with them and leave it to sales. We need to support our Salespeople by building content to engage their contacts to help them nurture the relationships. Clients want to deal with people they like, trust and that they know are good at what they do. The only way to demonstrate this is through your content or delivering a great product. At this stage, the latter will not work. The following methods are important and should be considered:

  1. Webinars
  2. White papers
  3. Posts
  4. Infographics
  5. Articles
  6. Videos
  7. Thought leadership sessions

Part Six

Technology for managing your Outbound Lead Generation model

Very simple, you will need LinkedIn Navigator and a working CRM system

Navigator gives you insights and allows salespeople to engage consistently with contacts, and the CRM manages them through their journey.

Both are essential and have different purposes. Refer to my article on Navigator.

CRM should be built around a robust process. New contacts and accounts are coming into the system consistently, a nurturing model, consistent engagement, converting a contact to a prospect once a significant event happens and booking them for a meeting. This all gets tracked in CRM and should be reflected in your dashboard.

Rule one in CRM. It should make the Salesperson’s life easier and be intuitive for them to use the system.
Rule two in CRM. It should make the Salesperson’s life easier and be intuitive for them to use the system.
Rule Three in CRM. It should make the Salesperson’s life easier and be intuitive for them to use the system


Part Seven

Implementation of model and training

As you can see in your teams, you probably have no data, your CRM is not really working as well as it should, salespeople are not going to networking events and the flow of Referrals is inconsistent at best. Once you have built out your model, after assessing what you have, how do you step into implementation? There are two key areas to consider:

  1. Initial training around the model, helping them build out the skills to be able to execute whichever methods you will use
  2. Coaching to fine-tune their skills and keep them on track.

Without either of these, your model will fail. Think about the logic of riding a bike, it seems easy, but it’s not until you ride it and realise it’s tough that you then know you need help. My daughter learned with mummy holding her as she rode across the grass in case she fell. She then had to practice by herself until she mastered it, then we went to the next level, how do you ride on-road and pavement, etc. There is a process, we needed to help her, and you as managers need to do the same with your teams. This critically means ‘you need to be able to follow the model, you need to know what is good and what’s not, and you should practice what you preach.


Part Eight

Roles to support Outbound Lead Generation and who does what

Ordinarily, good quality outbound lead generation does not happen due to poor time management, no model and lack of resources. Having a team supporting this is the answer. If done well, outbound lead generation is relatively low cost and better for driving leads than any other method and is well worth getting it right. The tasks in the process that need to be done are as follows.

  1. Database management
  2. Appointment booking
  3. Networking event booking
  4. Networking event research
  5. Event/webinar coordination
  6. Content creation
  7. LinkedIn optimisation
  8. Database updating
  9. Referral management
  10. Partner management
  11. Lead nurturing

Not too many things to do when you look at it like this. Getting these all done the right way at the right time is a team effort coordinated and run by the following people is a little more challenging though. The roles that will be involved are as follows:

  1. Business Development support, BDA
  2. Business Development Manager, Sales
  3. Business Development Director, Sales Manager
  4. Marketing

Common sense tells you who does what, and I am not going to break down how this would look, but the premise is that anything the BDA can do, they own, allowing others can focus on their parts and not worry about the admin. Marketing creates content and collaborate with the BDA for event coordination, invites and confirmation etc. Sales and managers are responsible for the engagement and conversion to meetings.

This is the final piece in the model. Getting your team right, systemising it, using various resources to optimise the process and allocating time by the right people to make it work. There are many moving parts, and not enough time is the usual barrier in getting a solid working model.


Part Nine

Metrics and managing through the model.

To bring it all together, you must look at the numbers rotating around what makes this work, where the gaps are and coach and work with the teams to fix the issues.

Some examples of areas that cause challenges are:

  1. Not booking events leading to no events attended
  2. Not asking for referrals leads to no referrals
  3. Asking for referrals but getting none tells you there is an issue somewhere, and a 121 is required
  4. Low levels of prospects tell you the overall model not working

These are some simple examples that only by tracking the metrics will you pinpoint and support your teams.



Case Study on Outbound Lead Generation

How does our model work at a 1000Steps?

We use the following methods for Outbound Lead Generation. Note we also run Inbound, Outbound marketing, and Account-based marketing campaigns.

  1. LinkedIn
  2. Referrals
  3. Networking events


We connect, chat and invite to a webinar and convert to a meeting.


We have lists of Referrers. We meet them, ask them to introduce us, if they say yes, we get the referral, follow up with referral on LinkedIn, reach out to the referral to book a meeting and make sure to follow up with the person who referred them.


We attend two to three networking events per week. These generate 10 to 15 conversations per week. Post-event, we add to CRM, connect on LinkedIn and reach out and chat on LinkedIn or WhatsApp to the person from the event. Then once the conversation starts, we ask for a meeting.

As you can see, nothing complex, more just around being consistent, following the process and becoming better at the model over time. On a side note, Referrals are our most significant revenue stream, accounting for 82 per cent of our revenue.


Outbound Lead Generation is surprisingly simple in principle. The challenge comes with setting up the model, the coaching, the discipline, the technology and how you coach, track and manage your teams.

For more information on this process, reach out to me. Fraser Morrison, CEO, 1000Steps.

For more information courses around Outbound Lead Generation

For a deeper look at how to optimise LinkedIn Navigator


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