Material Handling campaign
Campaign Case Study · Outbound Lead Generation
Material Handling
Project
Performance analysis of the Q2 outbound calling campaign
Campaign-Wide Key Performance Indicators
01 / Executive Summary
Campaign Overview
The Material Handling Project was a structured outbound calling campaign conducted across Q2 — April, May, and June. Over 274.36 clock hours (227.51 active BDR hours), the campaign generated 5,264 total call attempts, reached 853 decision makers, qualified 651 QDMs, and produced 51 actionable leads across five product and service categories.
A defining structural feature of this campaign is its three-stage contact funnel: total calls flow to Decision Maker contacts (DMs), which then qualify to QDMs, which then convert to leads. This granularity provides richer diagnostic visibility than a two-stage model — and reveals that once a decision maker was reached, the team converted them to a QDM at an exceptionally high rate of 76.3%.
The campaign also gained meaningful momentum across its three periods: leads grew from 6 in April to 22 in May and held at 23 in June, even as calling volume expanded significantly — a pattern that speaks to effective ramp-up and team calibration over the course of the quarter.
"Once a decision maker was on the line, the team converted them to a qualified contact 76.3% of the time — a conversion rate that reflects strong rep skill and effective qualification scripting."
02 / The Contact Funnel
From Dial to Lead
Unlike a standard two-stage outbound model, this campaign tracked an intermediate Decision Maker (DM) contact layer between total calls and QDM qualification. This provides clear visibility into where attrition occurs in the call chain — and where the team performed most strongly.
The primary attrition point is at initial contact — 83.8% of dials did not reach a decision maker, largely driven by "Not Available" dispositions (4,303 calls). Once contact was made, the funnel performed well at every subsequent stage.
03 / Monthly Performance
Period-by-Period Results
The campaign's three periods show a clear ramp trajectory. April served as a lower-volume opening month with modest lead production (6 leads), May delivered a significant step-up (22 leads, best L/QDM at 10.78%), and June expanded calling volume substantially while sustaining lead output. Clock hours nearly doubled between April and June as the campaign scaled.
| Period | Clock Hrs | BDR Hrs | Total Calls | DMs | QDMs | Leads | L/QDM | DM Contact % | C/HR |
|---|---|---|---|---|---|---|---|---|---|
| April | 70.16 | 58.25 | 1,273 | 263 | 156 | 6 | 3.85% | 20.66% | 18.1 |
| May | 84.00 | 69.08 | 1,394 | 253 | 204 | 22 | 10.78% | 18.15% | 16.6 |
| June | 120.20 | 100.18 | 2,597 | 337 | 291 | 23 | 7.90% | 12.98% | 21.6 |
| TOTALS | 274.36 | 227.51 | 5,264 | 853 | 651 | 51 | 7.83% | 16.20% | 19.2 |
April's higher DM contact rate (20.66%) reflects the fresh-list advantage of a campaign opening — prospects more easily reached on the first pass. As calling progressed into May and June and harder-to-reach contacts remained, the contact rate declined. However, May's conversion from QDM to lead (10.78%) was the strongest of the quarter, suggesting the team's outreach quality peaked in the middle period.
04 / Lead Category Analysis
Where the Leads Came From
The 51 qualified leads span six categories, with Equipment leading at 37.3%, followed by Service (27.5%) and the campaign-distinctive Operator Training category (19.6%). Together, these three categories account for 84.3% of all leads generated — a significant concentration that should shape future call scripting and follow-up prioritization.
Notably, an additional 95 Info Requests and 19 Schedule Call Backs were logged as productive QDM outcomes beyond the 51 direct leads — representing a substantial warm pipeline requiring timely follow-up.
Each bar scaled relative to its section maximum. Info Requests (95) nearly double the direct lead count.
05 / Call Disposition
Non-QDM Call Outcomes
The dominant non-contact disposition is Not Available — accounting for 4,303 of 5,264 calls (81.8%). This is the primary factor suppressing the overall DM contact rate. It is not a list quality or rep performance issue; it reflects the accessibility characteristics of decision makers in this industry segment and represents calls requiring persistent follow-through across multiple attempts.
| Disposition | Count | % of Total Calls | Notes |
|---|---|---|---|
| Not Available | 4,303 | 81.8% | No contact made — reattempt required |
| No Interest | 483 | 9.2% | Contacted — declined engagement |
| Not Qualified | 170 | 3.2% | Reached — did not meet criteria |
| Bad Tel # | 108 | 2.1% | List hygiene issue (~98% list quality) |
| Gate Keeper | 32 | 0.6% | Screened — could not reach DM |
Excluding Not Available dispositions, the list performed well: bad numbers represent only 2.1% of total calls, and gate-keeper blocks were minimal (0.6%). The effective list quality is approximately 97.9%, consistent with a well-curated prospect database.
06 / Key Findings
What the Data Reveals
DM-to-QDM Conversion Is Exceptional
Once a decision maker was reached, the team qualified 76.3% of them as QDMs — a conversion rate that reflects strong rep discipline, effective scripting, and a well-targeted prospect list. The bottleneck in this campaign is not rep performance; it is initial contact rate.
Not Available Is the Primary Challenge
4,303 of 5,264 calls (81.8%) resulted in no contact due to prospects being unavailable. This is an access issue, not a list or rep quality issue. A more aggressive multi-touch cadence — varied times, multi-channel follow-up — could meaningfully improve the DM contact rate.
Leads Accelerated Sharply in May
Lead production jumped from 6 in April to 22 in May — a 267% increase — while QDM contacts grew by only 31%. May's 10.78% L/QDM rate was the quarter's best, suggesting that team calibration and script refinement had a measurable impact within the first full month of operation.
Operator Training Is a Meaningful Opportunity
With 10 leads (19.6% of total), Operator Training is the third-largest lead category — a segment that may represent a lower-friction sales path than equipment purchases and could warrant a dedicated outreach track in future campaigns.
95 Info Requests Represent a Warm Pipeline
Info Requests nearly double the direct lead count (95 vs. 51). These contacts engaged meaningfully but did not yet commit — they are qualified, warm, and time-sensitive. Prompt follow-up from the sales team could convert a significant portion into active opportunities without additional calling effort.
BDR Efficiency Is Strong at 82.9%
BDRs spent 227.51 of 274.36 total clock hours actively on calls — an 82.9% utilization rate. This suggests lean administrative overhead and well-managed session structure. Modest gains in non-BDR time could yield further productivity improvements in a follow-on campaign.
07 / Recommendations
Suggested Next Steps
Immediately Follow Up on 95 Info Requests & 19 Call Backs
These 114 warm contacts represent the campaign's most actionable near-term pipeline. They are already qualified at the QDM level and have expressed some form of interest. Every day of delay increases the risk of prospect cooling or competitive engagement. Sales team outreach should begin immediately.
Implement a Multi-Touch Cadence to Address "Not Available"
With 81.8% of dials resulting in no contact, a varied calling schedule — different times of day, different days of the week, combined with email or LinkedIn outreach — would significantly improve DM reach rates. Even a modest 5-point improvement in contact rate would yield dozens of additional QDM conversations from the existing list.
Develop a Dedicated Operator Training Outreach Track
Operator Training generated 10 leads — 19.6% of total — making it a material opportunity with a potentially faster sales cycle than capital equipment. A focused calling segment with tailored messaging for this category could increase lead yield in Q3 without expanding the overall prospect list.
Sustain and Scale the May Performance Model
May's 10.78% L/QDM rate — the quarter's best — coincided with a productive call volume and balanced hours. Analyzing what changed in scripting, sequencing, or rep behavior between April and May, and applying those practices as the baseline for Q3, is likely the fastest path to further conversion improvement.
Conduct List Hygiene Before the Next Campaign Phase
108 bad numbers (2.1% of calls) is manageable but not negligible. Scrubbing these records before a Q3 continuation — replacing them where possible with current contact data — ensures BDR time is spent on reachable prospects and improves overall calling efficiency from day one.
08 / Conclusion
Campaign Assessment
The Material Handling Project Q2 campaign demonstrated consistent momentum and strong core performance — particularly in the DM-to-QDM conversion stage, where the team excelled. The fundamental challenge of the campaign — reaching decision makers in the first place — is structural rather than a reflection of rep quality or list integrity, and is addressable through cadence and multi-touch improvements.
With 51 direct leads, 95 warm Info Requests, 19 scheduled call backs, and a team that showed measurable improvement from April through June, the campaign closes Q2 in a position of strength. The contact funnel is efficient at every stage except initial reach — and that gap represents the most accessible performance lever available for Q3.
"The campaign's greatest untapped asset is the 4,303 'Not Available' contacts who were never reached — a pool of prospects whose list data is valid and whose decision-maker status is confirmed. They simply need to be called again."
