Marketing about sales: “We are talking, but are not yet on the same wavelength”
Marketeers give themselves a 7 on average on alignment with sales
Ideally, marketing and sales are a well-oiled machine that works together to maximise the operating result. In practice, however, things often turn out differently with this sales and marketing alignment. Sales that approaches marketing only for ad hoc activities and sees it primarily as a supplier of pens and trade fair gadgets. This leads to frustration for marketers who consider that they have charted a more strategic role for themselves. Despite all this, marketers give themselves a 7 on average on alignment with sales. This is shown by the Expert Council which organized the Computer Profile with marketing managers from certain leading IT organizations.
An important reason for the inadequate alignment between marketing and sales according to the attendees has to do with the different expectations the two groups have. It is therefore important to have a clear understanding of the role that marketing plays for sales and vice versa. A good example of how these expectations vary widely is the frequent demand on marketers to facilitate (ad hoc) participation in events. According to one manager present, the reason why the activities are carried out is often passed over in that process. A tool is asked for directly, although it is not clear whether the tool fits in the strategic framework and contributes to attaining the goals that are set, such as bringing in more leads, for example.
Seek cooperation already at an early stage
This sort of situations can be prevented better if you seek expressly to cooperate at an early stage. Share the marketing budget and set the common goal. This is a good starting point to devise a plan of action together, that you can fall back on during the year if expectations from sales do not fall in line with the goal and the plan. The aim is not to preclude any flexibility in your activities of course, but having a plan to which everyone is committed works a lot better than a marketing plan where sales has had no say whatsoever. It helps moreover to give sales a role in the planned marketing activities where possible, so that the ownership is further enhanced.
The maturity of the organization also exerts an important influence on the role of the marketeer and the expectations that sales has. Do you work in a start-up where the marketing manager is still a one-man band and where the lines of approach are not clearly defined yet? Or is there a marketing team where the responsibilities are clearly defined and the boundaries are crystal clear? One factor which according to the marketeers reflects the maturity of the marketing organization very well is the use of data. Is there still a lot of random shooting or are strategic choices made for activities to approach leads based on data?
Approach the right lead at the right time
It is broadly acknowledged in the Expert Council, that this latter is an ideal image towards which marketeers have to grow. Collecting and providing the right leads to sales constitutes an increasingly larger if not the largest part of the marketeer’s activities. For sales, on the other hand, it is good to know which leads are in a certain stage of the funnel, which needs
that lead has, and what is needed in order to bring this lead further and ultimately turn it into a client. In that way, the right lead can be approached at the right time.
If marketing managers embrace this data-driven approach and manage to highlight the results properly, the strategic role of marketing in the organization is enhanced. The budget and energy of sales and marketing are then deployed very purposely with maximum results. This is a development where marketing and sales can only be satisfied and I am certainly aware that the score for the alignment between the two parties will only increase.
Marketing Manager, Computer Profile