experience, not theory
Lead generation in the IT sector
What we learned from a year of vertical campaigns
Over the past 12 months at Mallei,
we have noticed an interesting trend
More and more IT and technology companies have come to us to set up effective lead generation campaigns. Not just innovative start-ups, but also established businesses offering complex solutions, from predictive artificial intelligence to financial optimisation services for cloud infrastructure, and from enterprise software development to training events for the public sector.
The B2B technology market is increasingly crowded: decision-makers are swamped with messages and sales pitches, and generating qualified meetings or firm sign-ups has become a critical challenge.
And the results, as we shall see, vary enormously depending on how the strategy is set up.
We analysed the data from dozens of IT projects and identified clear patterns that determine whether a campaign succeeds or fails. Here we share our insights, with real numbers and practical lessons.
In this article:
How we worked
methodology and an omnichannel approach (yes, but not always)
Every project we analysed followed a structured three-stage approach:
STRATEGIC
ANALYSIS
Before launching any campaign, we worked with clients to define the ideal target, the positioning of the offering and realistic objectives for the market context.
Omnichannel
vs single-channel
strategy
In most cases we used a mix of channels: LinkedIn, email, outbound calls, and in-person or online events, all to maximise the reach and resonance of the message. In a few cases, because of specific circumstances and tight timescales, we tested single-channel approaches which (spoiler!) proved effective there.
How we
measured
conversion
We defined conversion as two broad objectives: generating qualified sales meetings and securing sign-ups to events (webinars, workshops, conferences). Both represent a real commitment on the prospect’s part.
The results
performance compared
The analysis below is based on seven broad categories of project, each representing a type of IT offering and a specific target. The performance data is aggregated to give an overall picture of the sector, which in our view points to a clear and tangible way forward.
What does the data from 12 months of work show?
The differences between the categories are significant, and each tells a different story. Read on to explore them in detail.
lessons learned
what works and what doesn’t
After 12 months of campaigns, seven project categories analysed and thousands of interactions, we have distilled (for now, because everything changes fast and we don’t like getting bored) a few fundamental lessons that now guide our approach to lead generation in the IT sector. These lessons come from comparing the extremes of performance and from the nuances of the cases in between.
1
Not all campaigns
are created equal
the importance of pre-analysis
The first mistake we see, even from mature tech companies, is launching campaigns without first clearly defining:
- Who the ideal target is and which pain points they really feel
- What makes the offering’s positioning distinctive
- What conversion expectations are realistic for that market
- Which mix of channels and messages is likely to work best
Take the comparison between FinOps (1.80%) and predictive AI (6.23%): both are enterprise solutions, but one is seen as strategic innovation and the other as technical optimisation.
Or compare supply chain ERP (3.23%) and Dynamics CRM (3.59%): similar performance but completely different dynamics. One involves long cycles and cross-functional decisions; the other benefits from the Microsoft brand and more agile processes.
But that is only the theory, because in practice we know, from the tens of thousands of contacts we have made (which in concrete terms means talking to people, in other words first-hand research), that changing CRM is something that terrifies companies.
Skipping the strategic analysis stage means wasting budget on generic campaigns. Investing even just a week in understanding the context, fine-tuning the message and setting realistic expectations can make the difference between success and failure.
2
The right channel at the right time
omnichannel is not always the answer
One of the most interesting findings concerns channel effectiveness. Contrary to what you might expect, omnichannel is not always the best solution. The public-sector events show this clearly: 15.88% conversion using only the telephone, but with a structured approach.
The key is not to multiply touchpoints at random, but to choose the right channel and use it to the full, test and then scale:
- Telephone with structured follow-ups: perfect for events aimed at the public sector, where the prospect needs guiding and the registration is completed live. Patience, personalisation and post-event follow-up.
- A LinkedIn + email + telephone mix: this proved effective for software development and AI solutions, where the enterprise target is hard to reach and intelligent multichannel persistence is needed. Here too, patience.
- Targeted approaches for complex decisions: for ERP/APS and Dynamics CRM (both around 3.5%), volume and depth have to be balanced in order to reach several stakeholders (IT, operations, finance) with messages tailored to each role. And guess what? Patience.
The lesson, then, is that there is no universal formula. The channel should be chosen according to the target, the type of offering and, above all, the complexity of the buying decision. And once you have chosen a channel, use it to its full potential before adding others. But above all, two companies in the same sector, with the same target, will perform in profoundly different ways and what works well for one may not work at all for the other.
3
The weight of brand and market maturity
Our data shows how much two often underestimated factors matter:
the strength of the brand associated with the offering and the maturity of the market category.
Microsoft Dynamics is a case in point: despite being a CRM in a competitive market and targeting different sectors, it performed slightly better than supply chain ERP precisely because of the credibility of the Microsoft brand. Mid-market companies already using Office 365 or Azure see Dynamics as a safe choice, which reduces initial resistance.
Likewise, the maturity of the category plays a crucial role:
- Mature categories: the market already knows what they are and why they might be useful. Little awareness work is needed, but competition is fierce. You need to stand out through vertical expertise and specific use cases.
- Emerging categories: more awareness is needed, but there is less competition.
- Niche categories: a small market with specific needs. People working in the supply chain know they have real problems; you need to speak their language and demonstrate tangible ROI.
If you have a strong brand or operate in a mature category, make the most of it. If not, be prepared to invest more in education and building credibility before pushing direct lead generation.
4
Telling awareness apart from
direct lead generation
One of the most important findings concerns the difference between awareness campaigns and purely commercial ones.
Looking at our seven cases, a clear pattern emerges: you cannot sell what the market does not yet see as an urgent problem.
FinOps is the perfect example: optimising cloud costs is objectively important, but many enterprise companies do not (yet) see it as a strategic priority. We were trying to generate direct meetings on a subject that first needed awareness and education.
By contrast, look at AI solutions or the public-sector events: in the first case, AI is seen as strategic innovation by the C-suite; in the second, the public sector is under regulatory pressure (PNRR) and actively looking for solutions. In both cases, the market was ready..
The same logic applies to supply chain ERP: companies know they have problems (delays, stock-outs), but implementing an ERP is daunting. A gradual approach is needed:
- Stage one (awareness): educational content, training webinars, detailed case studies, white papers. The aim: to explain the ROI, offer reassurance about the process and position yourself as an expert and partner.
- Stage two (lead generation): only once awareness and trust have been built should you launch direct lead generation campaigns (meetings, demos, trials).
Confusing the two stages leads to frustration and wasted budget. Always calibrate expectations: if the market is not mature or the problem is not seen as urgent, do not expect high conversion from pure lead generation. Educate first, then convert.
5
The event format as an accelerator
(but only if well calibrated)
The contrast between public-sector events and general-interest enterprise events taught us a fundamental lesson: the event format is extremely powerful, but only if it is well calibrated to the target and the content.
What made the difference for the public-sector events?
- Hyper-vertical content: not generic digital innovation, but specific software solutions for the public sector with concrete regulatory references.
- A motivated target: the public sector is under pressure (PNRR, mandatory digitalisation) and actively looking for solutions and training.
- A structured telephone approach: multiple follow-ups, live registration and constant support up to the event and beyond.
- Networking as added value: the chance to talk to colleagues from other public bodies, share best practice and build a community.
The general-interest enterprise events, by contrast, failed precisely because these elements were missing: content that was too broad, a target overloaded with similar invitations, no perceived urgency and a format that did not stand out.
The takeaway: if you want to use the event format, you have to offer highly targeted content, recognised speakers, concrete use cases and, above all, a good reason why your target should give you their valuable time.
6
Quality always beats volume
Finally, a lesson that runs through all seven cases:
in B2B tech, the quality of the message matters more than the volume of contacts. This holds for every channel and every category.
Take software development: campaigns segmented by vertical (“software for logistics”) doubled the results of generic ones (“we offer software development”). The same goes for Dynamics CRM: when we segmented by sector instead of addressing “mid-market companies” indiscriminately, performance improved markedly.
IT decision-makers, whether enterprise CTOs, supply chain managers or public-sector IT directors, are well-informed, overloaded people. They can tell instantly:
- A generic template from a proposal designed for them
- Someone who speaks the language of their sector from someone using generic buzzwords
- Someone who has studied their problems from someone who just wants to sell them something
Take supply chain ERP: saying “we have an excellent ERP” gets you nowhere. But saying “we helped a manufacturing company like yours cut stock-outs by 35% and delivery delays by 28%” opens conversations.
7
Managing expectations
realistic conversion rates by category
The last lesson, and perhaps the most important for anyone commissioning campaigns, concerns realistic expectations. Too often we see clients disappointed by a 3% conversion rate without realising that, for their category, it is an excellent result.
Our data clearly shows that performance varies enormously:
- Exceptional performance (10-16%): possible with vertical events for motivated targets and a structured approach. Not easy to replicate.
- Very good performance (4-6%): solutions seen as strategic. A reasonable goal for well-executed campaigns.
- Good performance (3-4%): normal for solutions with long cycles. It is not a failure; it is the reality of the market.
- Low performance (1-2%): typical of immature categories, overly generic events, new products or a “cold” target. A sign that awareness needs to come first.
Understanding where your offering sits on this spectrum is essential for allocating budget correctly, not burning resources on unrealistic expectations, and celebrating successes when they come.
A 3.5% rate for mid-market CRM is a good result; comparing it with the 15.88% for public-sector events is like comparing apples and oranges.
There is one last element, perhaps the most important from an operational point of view, that we want to share: objection handling. Over the 12 months analysed, we found that the difference between a campaign that converts at 2% and one that converts at 4-5% often lies not only in the strategy or the channels, but in the ability to respond effectively to prospects’ objections during conversations.
Whether it is a phone call for a public-sector event, an email follow-up for an AI solution or a qualified meeting for a supply chain ERP, prospects always raise objections: “It’s not the right time”, “We already have a supplier”, “How much does it cost?”, “I don’t have time”, “I need to discuss it with the team”.
These objections are normal, legitimate and, above all, manageable. But only on two conditions:
A close relationship of collaboration, exchange and trust with the client
We cannot handle complex technical, commercial or competitive objections unless we have an open, ongoing dialogue with the client. It takes a relationship of mutual trust in which the client shares insights into the market, the competitors and the strengths and weaknesses of its own offering. One in which we can ask awkward questions and get honest answers, and in which, if something is not working, we discuss it openly and adjust course.
The most successful cases, in terms of numbers and above all of quality, were those where the relationship with the client was collaborative, not transactional. Where we could pick up the phone and say “this is what they are telling us, how do we respond?” and get feedback in real time.
In-house training, or “opening the doors”
The other essential element is that the client is willing to train us. We are not talking about in-depth technical training; we are not IT specialists, nor do we want to become them. But we do need the client “to open its doors to us“: to tell us how its product really works, which problems it solves in practice, why a customer should choose it over the competition, what the typical use cases are and which sectors perform best.
This training need not be a 40-hour university course. All it takes is:
- An initial session in which the client presents the offering, the differentiators, the main competitors and the most common objections
- Access to key materials: sales presentations, case studies, product sheets, FAQs
- Availability for quick conversations when new objections or unexpected situations come up
- Continuous feedback on conversations and meetings: “Did this answer work?” “What would you have said in this situation?”
When this happens, we become far more effective. We are no longer just “the people who make the calls” or “the people who send the emails”; we become an extension of the sales team, able to speak knowledgeably, answer with confidence and convey credible enthusiasm.
conclusions
from data to strategy
The data we have shared tells a clear story: in B2B IT there are no magic formulas, but there are strategic principles that work.
Whether you are selling AI solutions to large companies, ERP for the supply chain, mid-market CRM, FinOps services or custom software development, or organising events for the public sector or for enterprises, the first step is always the same: understand the context.
Where is the market?
Is it mature or emerging?
How receptive is the target? Is it under pressure (the public sector with the PNRR) or saturated with messages (enterprise)?
How aware is the target of the problem? Does it know it has that need?
Which channel is most suitable? Structured telephone, an omnichannel mix or a targeted multi-stakeholder approach?
What are the realistic expectations? 3.5% can be a success, 6% very good, 15% exceptional – it depends on the category.
Only once these questions have been answered together, collaboratively, can an effective campaign be built. And only with calibrated expectations can results be measured honestly, without needless frustration.
Our 12 months of data from the IT sector have taught us that there are no shortcuts: it takes strategy, analysis, personalisation, patience and, where necessary, the courage to invest in awareness first and direct conversion second. Anyone looking for immediate results without doing this work risks wasting budget and demoralising the sales team with low-quality leads.
But when things are done properly, the results come. And they are sustainable results, because they are built on solid foundations.
At Mallei we believe this is how B2B tech marketing should be done. With respect for the client, their budget and their time. With the honesty to say “this campaign might deliver 3%, not 10%” and the expertise to explain why.
With the desire to build long-term relationships, not burn through contact lists.
If you want to understand how to apply these insights to your own business, we are here. Not to sell you a standardised solution, but to work out together where you sit on the performance spectrum, which levers you can pull and what results you can realistically expect.