 In order for any company to successfully improve its sales process, there needs to be a way to measure the effectiveness of specific sales and marketing efforts. Team members from both departments must also take ownership of the KPIs that directly relate to their roles. Of course, the first step is to determine which metrics are actually KPIs (or key performance indicators). There's certainly no shortage of metrics from which to choose! But identifying the ones that truly reflect the health and power of your sales process is a fundamental step toward measuring effectiveness — and ultimately making adjustments as needed. Let's dive into some of the more common sales and marketing metrics, see which department should take ownership of them, and also discuss ways you can keep all of your team members on the same page. Common Marketing KPIs Many marketing teams will use the following metrics as KPIs as they monitor and evaluate the effectiveness of their campaigns:
Common Sales KPIs After a prospect moves past a certain point in the sales and marketing funnel, it's important for the marketing team to hand the prospect off to the sales team — which means the sales team will have an entirely different set of KPIs to quantify their effectiveness at converting leads and closing deals. Some KPIs your sales team may look at include:
Apart from the above metrics that focus on activities your sales team is expected to perform, it's also helpful to measure the makeup of and changes within your sales population (that is, the leads in your sales pipeline). The following metrics are helpful for this:
Keeping Sales & Marketing in Alignment The above metrics are only the tip of the iceberg when it comes to potential KPIs. And we haven't even mentioned common high-level KPIs, like revenue, close rate, leads generated, cost per lead, or ROI. Nevertheless, the important thing is to make sure your KPIs are relevant to actual business success and that your sales and marketing teams understand which metrics they own. Setting up a KPI scorecard is only half the battle — it's vital that team members understand their role in the overall sales process and which KPIs they will be held accountable for. Whenever you first institute an integrated scorecard (and whenever you adjust it in the future) make sure that your expectations are clearly communicated to both teams (perhaps in a joint meeting). Keep the lines of communication open throughout any sales or marketing campaign. At the end of the day, identifying which metrics are actually KPIs for your company and communicating ownership expectations to each team will help you to accurately gauge the effectiveness of your efforts, and ultimately improve your company's sales performance. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in our book Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  All companies want to be more successful — whether that means bringing in more revenue, being more efficient, or both. A common thread that's interwoven through all successful sales and marketing operations is careful data tracking and evaluation. It's especially important when assessing digital marketing strategies. This kind of tracking is accomplished most effectively with an integrated scorecard. What is an integrated scorecard? It's a scoring system that includes data points from all metrics in the buyer's journey, including both traditional marketing data and CRM data that the sales team can see. Simply put, an integrated scorecard is a way to track what's working and what's not on both sides of the aisle: marketing and sales. How To Set Up an Integrated Scorecard The highest-performing sales and marketing companies assign specific owners and targets to each section of the integrated scorecard. They also set up target numbers to contextualize each section. For instance, if a student receives 155 points on a test, that's a great score if 175 points is the maximum they could receive. But what if the maximum score is 3000 points? Not so much. In the same way, 155 marketing emails opened may or may not be a good "score," depending on the total amount of emails sent out. The good news is that with modern automation software and CRMs, it's become much easier to track such specific metrics. Sales and marketing data can now be driven by detailed information about customer interactions at each stage of the buyer's journey, and each stage (and sub-stage) of the sales and marketing funnel can now be assigned to specific team members, who will take ownership of the results. Where Does the Scorecard Data Come From? The majority of the data used in an integrated scorecard originates from a few key data points. The most critical sources often include:
If you set up your automations to send data directly into your integrated scorecard, with a minimum of manual data entry required, these reporting tools can work wonders for your data collection and tracking. If you're not sure how best to set up that kind of workflow, keep in mind that there are tech tools on the market (like Easy Insights) that can aggregate data from multiple sources and present the information in a single, easy-to-read dashboard. As a result, you can see all your digital marketing metrics in one place. The Importance of Well-Monitored Data Well-monitored (and well-understood) data can supercharge your digital marketing performance, enabling you to make agile, data-driven decisions that improve your results. It can also reveal critical errors that would not be readily apparent otherwise. For example, imagine that you're running a Google Ads campaign to send traffic to your website. Your marketing team carefully examined search traffic data and competitors' landing pages and collaborated with your sales team to form a keyword-based strategy. Then, the keywords were coordinated across the ads and the landing page to which the ads led. Everything was done "by the book." By the end of the first week, you see that 150 leads had clicked on your ads, and between 10-15% had clicked through to the Google submission form on your website landing page. So far, so good! But then you notice something odd: When website visitors reached your landing page, they weren't taking the next step and completing the contact form. In fact, not a single visitor submitted the form! With that data in hand, you decide to dig further... and you discover that the company that created your Google submission form on the website hadn't set up the permissions correctly. In other words, leads were unable to enter any of their information into the form. Once you identify the problem, you quickly take steps to correct it — and your leads start pouring in. Now, imagine the scenario above without well-monitored data. Would you have suspected a technical issue was the culprit, or would you have simply concluded that your marketing strategy was off-base? How long would it have taken you to identify the real issue? As you can see, careful data tracking and evaluation of digital marketing, made easier by an integrated scorecard, can save a ton of time and money when things go sideways. Judge Your Digital Marketing Efforts With an Integrated Scorecard Simply tracking how many leads enter your funnel and how many end up buying isn't enough to judge your digital marketing strategy's overall effectiveness. To make the most of carefully crafted marketing automations and a well-organized CRM, every team must have KPIs in their integrated scorecard — and each KPI must have a readily discernable purpose for being tracked. Some key questions your KPIs should answer include the following:
Answering questions like these and making any adjustments that are needed will help you progressively craft a winning sales and marketing strategy that delivers consistent results. Granted, it may take some work to set up an integrated scorecard for your business, direct the flow of sales and marketing data toward that scorecard, and get all of your team members on board with a new approach. But the rewards of doing so far outweigh the cost — and in the long run, you're virtually guaranteed to see improved sales performance as a result. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in our book Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Meetings are at the very core of sales and marketing integration. In fact, they are one of the most critical factors in orchestrating the type of cooperation that ultimately results in closed sales. In addition, they promote regular, meaningful communication between teams and departments, which helps to prevent disagreements and misalignments that can lead to conflict.
Well, that's how sales and marketing meetings are supposed to function. In the real world, many company sales meetings end up wasting everyone's time. Maybe they lack focus and structure; maybe they've become occasions for a team leader to dictate strategy behind a facade of "collaboration." Whatever the case may be, all too often meetings in the corporate world are counterproductive, frustrating, and exhausting. It doesn't have to be that way. You can develop, promote, and chair meetings that generate creative ideas, yield actionable results and promote genuine alignment and collaboration between your sales and marketing departments. But to hold an effective sales meeting, setting the appropriate tone must be at the top of your list of best practices. Approach Sales Meetings With a Spirit of "Teaming" The stereotypical corporate meeting involves a leader on one side who's rigidly following a series of bullet points, lecturing his or her audience about decisions that have already been made, and generally sucking all the air out of the room. Not surprisingly, on the other side you have disengaged, bored team members who clearly view the sales and marketing meeting as a hardship to be endured rather than an opportunity to be heard. If that describes your organizational sales meetings, even to a small degree, it's vital to initiate a company-wide mindset shift that will counter those bad habits. The shift should be toward "teaming" — in other words, cultivating a positive mindset and unifying around a shared goal. The most effective way to enter productive sales and marketing meetings is to remember that you are coming together to create results, not to dictate or be dictated to. Meetings should be spaces for team members to share observations and ideas, and even ask for support as they work to understand and fulfill their roles in the sales funnel. For instance, think of a marketing team that isn't sure of which direction to take a new piece of content. Perhaps in a meeting, one of the marketing managers asks the sales team for observations on what leads seem to be most interested in. That conversation could open up completely new angles for the marketing team to consider as they continue to develop and implement their content strategy. Key Tone-Setters for Effective Sales Meetings As you reflect on ways to prepare for effective sales and marketing meetings, there are some important principles you must keep in mind when it comes to setting the right tone. These include the following points: 1. Effective sales meetings must have structure. It's no secret that sales meetings without structure fail to accomplish their intended purpose — if, indeed, they have a clear purpose at all. Meetings, like sales and marketing initiatives, live and die by strategy, processes, and people. In other words: you need a strategy for how to run meetings in the first place; you need processes in place that make your meetings efficient and useful; and you need to make sure your people are contributing and receiving value at those meetings. 2. Sales and marketing meetings must have an agenda. Whatever form your sales meeting structure ends up taking, a clear agenda needs to be an integral part of it. It's crucial that whoever leads the meeting has an agenda already in place, and that any critical resources or key assignments are given to participating team members well in advance. When your team members have a few days to look at and think about the items on the agenda, they'll be in a much better position to share useful feedback and observations during the meeting itself. In fact, you may even want them to suggest additional items be included on the agenda — and if you ask them far enough in advance, you may be surprised at how much feedback you receive, and how valuable it is! 3. Successful sales meetings include logistical planning. The importance of creating a meeting environment that's conducive to collaboration and learning shouldn't be overlooked. Obviously, you'll want to hold your meeting at a time when everyone can pay attention, and at a location as free of distractions as possible. Moreover, for the sake of efficiency, it's helpful to have any meeting resources or hardware primed and ready to go. For example, you may want to ensure that whiteboards and markers are clean and new, or that any digital content you plan to share is preloaded and ready to play. 4. Effective sales meetings are selective (in terms of attendees). Don't just invite everyone to a meeting. Select your attendees according to who will really benefit from the information to be discussed, as well as who is in the best position to add value to the meeting. It's usually best to keep your meetings small: four to six people is typically a comfortable number. Additionally, you usually shouldn't invite more than eight people if you want full participation and engagement. 5. High value sales meetings encourage a collaborative headspace. A good meeting covers what the sales and marketing teams will co-create in the future — not the mistakes that one team or the other made in the past. Re-fighting past battles is useful to nobody. Make sure all meeting attendees understand that this is a time for forward-looking collaboration and construction, not for complaining or airing personal grievances. Everyone should approach the meeting ready to listen with genuine respect to the ideas presented by their fellow attendees. This is the only way meetings will become greater than the sum of their parts. If you incorporate these key "tone-setters" into your planning process, then you'll be in an excellent position to run an efficient, well-structured, valuable meeting. And even if your organization does require a significant mindset shift towards true collaboration, the effort to make that change is well worth the effort. Doing so can eventually result in sales and marketing meetings that yield actionable results — and in turn, those actionable results can lead to more closed sales and higher profits for your business. Look out for next month’s blog, which will focus on creating an effective meeting agenda. Learn More About Hosting Successful Sales Meetings A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Marketing automations can be a powerful tool for attracting prospects, nurturing leads, and converting customers. However, they need to be deployed with intent. In other words, they need to be mapped to the different stages of your sales funnel. What your particular "map" looks like will depend on the nature of your business, the makeup of your customer base, and a range of other factors. The key factor is to make an effort in the first place — and if you need to tweak the positioning of a few marketing tactics later, that's okay. Let's look at an example of what automation mapping may look like in practice: Automation Mapping Case Study Here's an example of B2B marketing. Let's say that the sales funnel for our fictional manufacturing company begins when Bill from ABC Corp visits the Plastics Inc. website. Top of Funnel Bill reads interesting content and a case study he likes on the website. As a result, he subscribes to the Plastics, Inc. newsletter. Greg from sales sees that Bill visited the website, and assigns him a lead score based on his activity. Within a day (or perhaps hours or minutes), Bill gets an automated email thanking him for subscribing, along with a PDF of a bonus case study. In the following weeks, Bill received additional emails that introduced him to the Plastics Inc. brand. Middle of Funnel Two weeks later, the latest company newsletter mentions a new certification for Plastic Inc.'s manufacturing plant. This piques Bill's interest since he must use suppliers with this certification to abide by the terms of his customer contracts. He visits the website again and registers for an upcoming webinar. Greg receives an alert that Bill has visited five pages, and spent 10 minutes total on the website. Since Bill is in the lead scoring threshold for a direct follow-up email after the webinar, Greg makes a note to send that ASAP, along with a personal phone call. In the meantime, Bill hasn't taken any additional actions after attending the webinar. However, an automated sequence of post-webinar emails keeps the information fresh in his mind. Moreover, Plastics Inc. has turned off the other automated email sequences Bill was receiving, so there's less "noise" for the post-webinar sequence to overcome. Bottom of Funnel After several email exchanges, Bill and Greg meet for a video conference. At this point, Bill already knows quite a bit about Plastics Inc., and Greg has personally emailed him additional resources to address his specific concerns. With this background, their meeting goes very well; so well, in fact, that after the video call, Greg prepares a proposal and soon closes a new customer. As you can see, there's great power in well-mapped automations when they meet the needs of customers at each stage in their buying journey. But how can you successfully map automation to your company's sales funnel? Important Points to Remember Regarding Marketing Automation
Good People + Good Technology = Success It's no secret that there are some things only a human being can do. That includes anything that requires flexibility and adaptability in the sales process. Sales reps need to constantly shuffle priorities, make on-the-fly decisions, and navigate their messaging as they interact with leads and customers. Automations, when designed and utilized effectively, can take a lot of the mindless, repetitive tasks off your sales reps' plates. Of course, as with all things in life and business, there's an important balance to strike here. Too little automation could mean your sales team is overworked, and can't get around to warm leads as quickly as they need to; too much automation could take the human factor out of the equation, and drive away leads with unique concerns and "one-off" situations. It's vital to keep in mind that when the best-coordinated marketing campaigns — the ones with the most detailed and painstakingly crafted automations — fall flat, you can always lean into your most important resource for help: the people on your marketing and sales teams. Even something as simple as personal calls to leads, instead of automated messages, can work wonders for conversion and retention rates. In summary, make good use of the automation tools at your disposal. Map the right automations to the right stage of the sales funnel; it will help your reps be more effective at nurturing leads and closing deals. Just remember that automation is only one aspect of a well-rounded sales and marketing strategy. Never ignore the power of the "human touch." Implement your technological solutions as extensions of your well-founded and time-tested processes. If you take that approach, you'll almost definitely be able to improve your company's sales performance. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Automation is a powerful tool for increasing the effectiveness of your marketing efforts and driving sales. But for most companies, automation can't be based on numbers alone. Think for a moment about the work your sales reps do: most deals they close are ultimately attributable to their relationship with the customer. They are "on the front lines" with leads and prospects, answering questions they have and addressing concerns that arise. Probably more than anyone else in your business, your sales reps have a finger on the pulse of your customer base.
With that in mind, gathering not just numerical data but also anecdotal evidence when developing an automation strategy is vital. Effective data gathering will make a lead's transition from interacting with marketing content to speaking with a live salesperson much smoother and more effective. Interviewing Your Sales Team One of the best ways your marketing department can come up with great ideas for content is to periodically interview your sales team. These meetings should be very structured and should take place regularly (perhaps once a month). Marketing leaders can use targeted questions that will help them clearly understand and define what problems leads are facing, and which solutions they are especially interested in. On the other side of the table, sales reps can come prepared with stories of their experiences with leads over the past month, and pertinent details of their interactions. Here are some examples of targeted questions that sales and marketing team members can explore together:
The objective of these questions, from Marketing's perspective, is to develop content that would generate leads who are more primed, more prepared, and more interested in conversations about buying your company's solution. You can see how powerful such interview sessions could be! Just imagine: if marketing can use the input from your sales team to create an automated strategy that ensures the right content gets to the right leads, it can be a win-win for everyone involved. Add a well-designed lead-scoring system into the mix. It will make it that much easier to keep low-quality leads exposed to marketing materials while allowing your sales reps to focus more of their attention on high-quality leads —i.e., leads who are more likely to buy. It's true this type of alignment doesn't happen overnight; but once your sales and marketing teams are on the same page and experience wins together, it will build momentum and act as a force multiplier for your company's success. Shaping Automations is an Ongoing Process It's no secret that customer behavior can change for all sorts of external reasons — the time of year, the state of the economy, etc. In addition, most businesses don't have completely static offerings. Products and services may evolve. For these and other reasons, it's vital that shaping automations through data analysis become (or remain) an ongoing process. Over time, your company will likely develop a variety of sales funnels and campaigns around several central themes. They may revolve around a certain season, event, product launch, or discount. Whatever the case may be, tracking engagement and conversion metrics via your CRM and other automation tools will give you a glimpse into the effectiveness of your content. Then you can decide whether to double down on your current approach or make adjustments for future campaigns. Also, don't be afraid to test out new ideas! For example, one private jet chartering company wanted to get higher conversions on their marketing spend. By experimenting with highly specific Google search queries, the company was able to achieve up to a 10% conversion rate based on their targeted landing pages. Develop Nurture Strategies Every company wants to effectively nurture their leads until they are ready to make a purchase decision — and the type of content your leads interact with says a lot about the type of information they need to finally make that decision. One powerful, data-based automation strategy you can lean into is sending email content to your leads based on the pages of the websites they visit. For example, one company leveraged its ambassador program to drive conversion rates. But more than that, they developed an automation around that program which was triggered when a lead clicked through a certain number of testimonials and case studies on their website. The data showed that the interest was there; the automated email sequence struck while the iron was hot. Of course, it's also important to offer the right thing at the right time in the buyer's journey. Lead nurturing strategies can become counterproductive if they result in a lot of wasted time and effort on low-quality leads. For instance, be careful when and to whom you offer free consultations. If that offer is mainly focused on middle-of-funnel prospects, they may only want free information without any serious intent to purchase. The end result may be a lot of free consultations and zero purchases. The point is, that it's important to adequately qualify leads before transitioning them to direct interactions with your sales team. Automation strategies that take this important factor into account will be most effective for your business. At the end of the day, you need hard data to successfully automate your processes; but you also need to keep a finger on the pulse of your customer base. Conduct regular interviews with your salespeople. Experiment with different automations. Develop realistic nurture strategies. If you do all these things, you're that much closer to optimizing your sales performance and maximizing profitability. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  We've all heard the expression "work smarter, not harder." When it comes to your sales and marketing teams, getting the most out of marketing automation is one way to do just that. Proper use of marketing automation tools, combined with the capabilities of a CRM system, can sharpen the efficiency of your overall sales process.
Of course, this requires your sales and marketing teams to work together. For instance, there has to be alignment on how to set up automations, when to implement drip campaigns, and how to score leads. But once that alignment has been achieved, you are on your way to building a high-performing sales organization poised for growth. The next step is to use technology to leverage up your sales and marketing activities and increase overall effectiveness. What Is Marketing Automation? The phrase "marketing automation" gets thrown around a lot, but you may wonder what it means. In short, it's a catchall phrase given to software applications that engage with prospects in the funnel based on their online actions. As far as what the customer sees, this usually involves email messages sent to them automatically based on their specific actions or series of actions, pop-up chat boxes specific to certain webpages on a website, or other methods of digital outreach triggered by an action they've taken. For example, if a prospect scrolls down your company's homepage, a chat box may pop up offering to assist them. Or if a prospect has already signed up for your email list and visits a specific product page, that action may trigger an email offering them more info on the product or similar offerings. The main concept is that automation behind the scenes serves some type of predetermined content that marketing believes is valuable to a lead, based on that lead’s actions. If you think about marketing automation in this way, these strategies and the corresponding automations enable your organization to be more attentive to your prospects and leads in ways no marketer or sales rep could ever do on their own. Instead of staying attuned to dozens of prospects at a time, your teams can stay connected with thousands of them! How To Get the Most Out of Marketing Automation and CRM Systems First, it's important to clarify what a CRM is. "CRM" stands for "customer relationship management." It is a contact management system for your prospects and customers that doubles as a segmentation platform. When your marketing automation is properly integrated with your CRM, your data becomes supercharged data. Ultimately, sales and marketing can work more cohesively and effectively. How? The goal is to combine the information you have about your customers in your CRM with marketing automation. This integration allows you to automate appropriate follow-ups and touchpoints at the right time and place in the sales funnel. As a result, you can enhance the serving of relevant content to your leads, prospects, and customers, enabling the lead scoring that helps you monitor their progress through the funnel and intervene at just the right time. Nurture Leads With Drip Campaigns Drip campaigns are email sequences used to stay in touch with prospects as they move through the sales funnel. These emails may be triggered by specific characteristics, specific locations of the lead within the different stages of your sales funnel, or through specific actions the lead takes. In short, a strategy that includes drip campaigns provides a series of emails with relevant content to a lead over a period of time - with the messaging tailored to appeal to the lead based on where they are in their buyer's journey. Of course, one email sequence by itself could never cover all the customer segments you want to interact with. That's why your sales and marketing teams must put their heads together and develop your core buyer personas — and perhaps variations on each persona, depending on how deep you want to drill down. When your teams are in alignment on this, your drip campaigns will be much more targeted and effective as they will align to both your specific buyer personas and where each lead is within the buyer’s journey. Some examples of drip campaigns include:
Use CRM Lead Scoring To Convert Leads Lead scoring is an objective ranking of sales prospects and leads according to factors like interest level and sales-readiness. Your team members may not be able to read prospects' minds, but a well-designed lead-scoring system is the next best thing. The main purpose of lead scoring is to help your sales team prioritize which prospects they should spend their time on, and which ones need to be nurtured a bit more before reaching out. There are all sorts of criteria, ranging from explicit factors like the prospect's industry, company, or job title, to implicit considerations like number of web pages visited, frequency of site visits, materials accessed or downloaded, etc. Most lead scoring systems function on some type of base scale, like from 1-10 or 1-100 — or more specifically, several scales of 1-10 that add up to an overall score for each lead. The important thing is that everyone in sales and marketing agrees on the lead scoring criteria and then sticks to it. Of course, the best way to make this happen is to develop the lead scoring criteria together, across both departments. Then once the system is in place, scores can be calculated and tracked across your CRM and marketing automation platforms (such as HubSpot or Salesforce). Everyone has insight into each lead's score and can take appropriate action as needed. It's true that it takes some effort on the front end to integrate marketing automation and your CRM, set up drip campaigns, and develop and implement a workable lead-scoring system. However, if you're willing to put in the work, and if your sales and marketing teams are willing to work together, then those tools will provide your company with long-term benefits. You'll truly be working smarter, not harder, and your sales performance will improve accordingly. It’s all about intentionality, action, and accountability - putting in the hard work up front to make your entire sales process more streamlined and effective. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  If you want your sales strategy to succeed, you have to put serious forethought into it. The haphazard approach — in which reps are told to sit down in front of the phone and start selling to someone — rarely works in the sales industry. Instead, integration between your sales and marketing teams is key to repeated (and repeatable) wins.
Everyone needs to know how different customers may enter their sales funnel, what they may be looking for at each stage, and how marketing and sales can work together to guide them through the funnel and toward an eventual purchase. This overall knowledge is the basis of intentional sales strategy; in turn, the specific actions and tools your salespeople use to guide leads on their journey are your sales tactics. Factors of Effective Sales Strategy Design It's vital that you understand the key factors influencing whether your sales strategy is successful or not. Three of the biggest factors to keep in mind are: 1. Lead Sources Where are your leads coming from, and what's the nature and extent of their interest? A lead that downloads an e-book from your website may have a different level of interest compared to one who attends an hour-long webinar. Or maybe not! Either way, your sales and marketing teams need to understand that the origin of each lead will help them understand how to nurture that lead effectively. 2. Lead Categorization Leads can typically be separated into 3 common categories:
Lead categorization provides sales and marketing with additional valuable insights into how to best guide leads into and through the sales funnel. 3. Lead History Knowing how long most leads are generally in your sales funnel before they make a purchase, coupled with knowing each lead's history of interaction with your company, can help you develop highly impactful sales strategies and tactics. For instance, an automated email sequence with a CTA to book an appointment may work for one type of lead, whereas a personalized email from a sales rep may be more effective with another. The important thing is that your sales and marketing teams are in complete alignment on these 3 factors, and understand how leads will be sorted, categorized, and nurtured throughout their time in your funnel. Building a Sales and Marketing Toolbox, and Training Your Team Just like you need different equipment to go snow skiing vs. water skiing, you need different strategies and tactics (or at least tweaks to your current strategies and tactics) for each campaign your company decides to tackle. For instance, you may need different talking points for a special campaign compared to your normal marketing message. Of course, you'll also need to ensure that sales and marketing are working together with operations and IT, as needed, to develop the resources your campaign needs. You can think of all of these collected resources as your sales and marketing "toolbox" — an organizing principle that allows for easy maintenance, updating, and training for your team. Building this toolbox, and then training sales reps to use the tools within it effectively, will increase your team's confidence and improve ROI on lead capture efforts. Make sure as you build the toolbox that you document best practices. Keep monitoring your toolbox's effectiveness, and be willing to adapt as needed. And then... document those adaptations! As you grow in your understanding of every step of the campaign's sales process, you'll create a huge competitive advantage for your company. You'll also create shorter sales cycles, improved sales performance, and higher close rates. Using and Sharing Data To Increase Close Rates In general, sales and marketing teams have access to different types of data. However, both teams need quantitative and qualitative data to function effectively; and when they pool their knowledge, it can make everything that much better. Sharing and comparing data drives alignment and success. When you think of quantitative data, you may think about metrics like lead populations, click-through rates, conversion rates, email open rates, average sales cycle timing, and so forth. All of these are valuable pieces of information that, when used properly, can help your sales and marketing teams pinpoint opportunities for improvement and growth. In addition, qualitative data like lead quality, interest levels, observed trends, or even "gut feelings" also play a key role in shaping your overall process. When your teams review both types of data together on a regular basis, they are empowered to act in a collaborative, integrated way. Far from a siloed mentality, they are able to ideate and implement specific, tangible improvements to your company's current sales and marketing framework. This type of collaborative approach taps into what's really the most important part of sales: not a single strategy, tactic, or process, but the culture created among your sales and marketing teams. When your culture is focused, aligned, and dynamic, it can provide game-changing feedback to your organization. Designing Purposeful Sales Strategies and Tactics When you develop strategies and tactics that align with each type of lead, you can unlock tremendous untapped value. When your sales team shares its vision and insights with your marketing team, and vice versa, it creates the basis for a sustainable, ever-improving process of lead capture, nurture, and conversion. Integration of your sales and marketing teams is the heart and soul of a winning strategy. Granted, developing a collaborative culture and then using it as the leading edge of a sharp, focused sales and marketing initiative is easier said than done. However, once you've laid the groundwork, the maintenance is much easier. And as you continue growing in knowledge of your target leads, and your sales and marketing teams become more comfortable with one another, you're putting yourself in a prime position to win the day, every day for the foreseeable future. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  When some marketing professionals hear the term "sales funnel," it can be a bit of a turn-off. They may think that the company's sales funnel has nothing to do with them; that they're busy managing the brand, while sales reps are doing the unrelated work of closing deals.
The reality is that the sales funnel really encompasses all aspects of a business — especially the sales and marketing teams. Marketing tasks shouldn't just float on the surface of that funnel, inviting leads to come in. Rather, impactful marketing should work with sales to create concrete projections and deliver tangible results. Of course, sales should also collaborate with marketing to provide the information they need to craft the company's messaging. Simply put, sharing truly is caring when it comes to sales and marketing alignment. When both teams buy into a unified approach, then the entire brand will flourish. The key is for each team to have a broader mindset than what would usually be expected. How Marketing Can Operate With a Sales-Oriented Mindset Marketing pros need to be focused on traditional measures of marketing success: numbers, analytics, branding, content engagement, etc. However, the best marketers are also customer advocates. They can put themselves in the shoes of the consumer, and understand their interests, goals, and pain points. This is where your sales team comes into the picture. Sales reps have a direct line of communication with end users and thus possess a uniquely valuable perspective on what truly resonates with customers. When your sales team keeps marketing informed about which messages are most effective for closing deals — and when marketing is open to those insights — then your company's top-of-funnel strategy will become ever stronger, and conversion rates will increase throughout the sales funnel. Avoiding Waste with Sales-Centric Marketing Another key benefit of approaching marketing with a sales-centered mindset is the avoidance of unnecessary waste — in particular, financial waste that affects the company's bottom line. Marketers who approach the top of the funnel with a purely quantity-based mindset may succeed in attracting a lot of leads, but they often don't consider how likely or unlikely those leads are to make a purchase. In contrast, a sales-centric approach can inform top-of-funnel marketing activities, so that even if the number of leads coming into the sales pipeline is slightly reduced, their quality is increased. This will result in a tighter, more focused approach from your sales team — and less wasted effort chasing low-value leads. (At the same time, using even basic targeting tools will help your marketing team focus on high-value marketing leads, which will also help the sales team in the end.) Valuing Your Sales Team's Time and Skills Some marketing teams fall into the trap of approaching the sales funnel with an "if we build it, they will come" mentality. In other words, they believe that if the product is awesome enough, and the company's marketing infrastructure is powerful enough (e.g., a great website, a strong social media presence), customers will buy based on those merits alone — salespeople not required. The reality is, many customers won't even consider buying from a brand unless they're first encouraged to do so by a skilled sales rep. Your company's sales team is full of individuals with a unique talent, and the ability to effectively nurture leads into paying customers. When your marketing team has genuine respect for your sales team (and vice versa), each team will be more willing to set the other up for success. How Sales Can Operate With a Marketing-Oriented Mindset We've talked about how marketing can be more effective when they think in terms of sales — but does it also work the other way around? Will your sales team perform better if they introduce a "marketing mindset" into their process? The simple answer is: Absolutely! When your sales team has a firm grasp of the work marketing does, and how it relates to their success, then they'll be able to put themselves in the best possible position to close deals. Understanding the Nature of Online Research Your sales team needs to understand which type of lead they may encounter in any given transaction. The key here is becoming familiar with your company's marketing materials — on your website, on social media, and so forth. Sometimes a lead will show up ready to buy because of what they've already found within your marketing content; other times, leads are still making their decision, and need clarification on something they've read or seen. When your sales team can anticipate different scenarios based on the various customer journeys that marketing facilitates, they'll be able to fill the gaps in customer needs and close the sale. Considering How Leads Want To Be Contacted Another way that a marketing-oriented mindset can help your sales reps is the matter of contact methods. Some customers like to be contacted via email; others prefer a phone call; still others prefer texting. Those preferences can be recorded and cataloged by marketing software that lets customers decide how they want to be contacted... and wise sales reps will take those preferences into account when reaching out to leads. Valuing Customer-Focused Content While marketing team members must understand the value of touting benefits over features, salespeople must also be aware of and subscribe to this focus. The average customer doesn't care about all the features built into your product; rather, they want to know how your product will benefit them in tangible ways. It can be easy for your sales reps to fall into a pattern of explaining features during customer interactions when they should take a marketing approach and focus on benefits. Make sure they're asking leads the right questions, and then describing how your product can address concerns, solve problems, and fill needs. (Getting quantitative data on which web pages and lead magnets get the highest traffic volume can be a good starting point.) At the end of the day, when your marketing and sales teams are willing to share, and even think like each other to some extent, they'll end up winning together — and your entire organization will benefit. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  The top of the sales funnel offers a clear objective for marketers: make prospects aware of the brand, and convince them they should learn more about it. The bottom of the funnel is equally clear-cut: close the deal with an interested lead.
But what about the middle of the funnel (MOFU)? For many sales and marketing teams, the middle-of-the-funnel stage is a nebulous "gray area" where the division of responsibilities between the two departments becomes murky. As a result, leads get stuck in no-man's-land. In fact, of all three of the core stages in the sales funnel, the middle may be the most challenging to navigate. The good news is, with some careful planning and good communication, the middle of the funnel can be a powerful driver of sales, instead of a frustrating bottleneck. And at the end of the day, a lot of MOFU success comes down to effective collaboration. Key Collaboration Items For Middle-of-Funnel Content Let's talk about some key MOFU items your sales and marketing teams should collaborate on — items that can move the needle on your metrics in the bottom part of the funnel. These include:
The bottom line is, marketers are responsible for creating great content and automation, and salespeople can provide insights as to how leads decide whether to buy. Sales and marketing should have a "symbiotic relationship" when it comes to the middle of the funnel stage. When marketers focus on their role of communicating benefits to leads — from the first moment they make contact via a social post, ad, or landing page — and sales reps focus on closing deals with messaging aligned to marketing materials, the overall result will be more leads in the pipeline and more sales being made. All Leads Are Not Created Equal It's also important to keep in mind that not all leads are created equal when it comes to the middle of the funnel. It's important for your sales and marketing teams to be in alignment about what constitutes a valuable lead, and how sales should approach different touch points with leads. What motivates one client to buy from your brand may be totally different from what motivates another. For example, one lead may be in the early stages of researching solutions to a problem. They may interact with your middle-of-funnel content, but not be anywhere close to actually purchasing from your brand. On the other hand, a second lead may have already researched solutions for some time and is re-engaging with your content with the intent of eventually making a purchase. Obviously, the second type of lead will be more immediately valuable to your company. With that in mind, it's important that your sales and marketing teams work together to identify which leads are higher-value, and how to most effectively approach them after an interaction. At the same time, they should develop strategies to nurture marketing-qualified leads, and eventually nudge them into becoming sales-qualified. Designing diverse MOFU content is often the best way to cover all your bases. You want content that will convince eager leads to take the next step (maybe data-driven content like white papers and e-books), as well as easily digestible content to keep your brand top of mind for leads who are still on the fence (infographics, blog posts, and so forth). It's Not Just About Numbers, It's About Purpose Having well-defined lead segments and value scores will help make the entire lead generation process more purposeful during the middle-of-funnel stage. Having a large volume of leads is great... unless most of those leads are unlikely to become paying customers. It's much better to have 50 leads in your pipeline that are likely to buy vs. having 500 leads who will almost certainly not do business with you. The middle of the funnel is where you can start weeding out leads with low value and focus on the leads that are most likely to go somewhere. CTAs in your content can become great "lead filters." For instance, a financial services company may publish a blog post with a CTA to sign up for their free newsletter. When leads do so, they may be classified as sales-qualified leads, which will trigger outreach from one of your sales reps. It's true that the middle of the sales funnel can pose some challenges in terms of which department should take action, and which actions they should take. But with a purposeful, deliberate approach, and a lot of good collaboration, you can create a framework for success in terms of your content and customer interactions. And when it's all said and done, you'll be in prime position to enjoy the benefits of improved sales performance. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  The sales and marketing world revolves around analyzing numbers and hitting targets. So it's no wonder that one of the most common complaints you'll hear is they need more leads to meet quota.
However, is it really that simple? The fact is, more leads may not always equal more conversions. It's vital that your sales and marketing teams work together to develop an intentional, comprehensive plan for developing quality content and delivering appropriate follow-up for leads. Let's talk about both sides of the "lead issues" coin — namely, too few leads and too many leads — and see how quality content can solve many of the problems your teams may be facing. Too Few Leads = Lack of Relevant Content It's easy to think of scenarios in which a lack of relevant content results in a need for more leads for the sales team. Take digital content as an example. Far too often, the marketing team creates websites and other digital content with zero input from the sales team. When you think about it, that's an incredible missed opportunity! Sales reps often have valuable insights into how customers interact with marketing materials. They know their specific goals and interests. And they understand common objections that may arise from the outset of their time in the funnel. Why wouldn't marketing want to tap into that kind of resource? When sales and marketing work together to create top-of-the-funnel content, it almost inevitably leads to more leads. Here are just a few of the ways sales and marketing teams can create synergy in terms of content creation:
Bring Sales and Marketing Together Granted, mileage may vary on these tactics, depending on the nature of your business and consumer base. But the point is, whatever content marketing strategies you implement will be improved (perhaps dramatically) by bringing your sales and marketing teams together. It's vital that there is a consistent process of collaboration in place. There must be a clear consensus about the nature of your buyers' journeys. And that content is intentionally mapped to meet the needs of your buyers each step of the way. The result of all this planning and collaboration will be a solid content strategy that brings, not only more leads, but better-qualified leads into your sales funnel. Too Many Leads = Lack of Targeted Content At first glance, it may seem obvious that the more leads a sales team has in its pipeline, the greater its chances of converting those leads into paying customers. The problem is, it may not be that simple, especially if the company's lead generation strategy has replaced quality with quantity. Actually, investing in quantity over quality can result in a lot of wasted time and effort. In many cases, brands face this issue because their content, though relevant to consumer needs and desires, is not targeted enough to weed out the non-qualified leads from the qualified ones. For example, imagine a company that offers chartered flights starting at $5,000. There is a market for this type of offering, whether in the corporate world, the sports world, or some other sector. But what if the price is never mentioned in TOFU or even MOFU content? The company may generate a lot of interest from small business owners, for instance — but how many of them would be willing to pay a minimum of $5,000 per flight? It's easy to see how more leads in this case may not translate to a better lead generation strategy. In fact, the company could end up wasting thousands of dollars on ads that only bring non-qualified leads into the funnel. Again, Bring Sales and Marketing Together Here again, cooperation between your sales and marketing teams can help prevent (or at least mitigate) this problem. Your two departments can work together to make sure the right leads are targeted. For example:
At the end of the day, creating quality content through consistent collaboration will help you generate enough leads to keep your sales pipeline full, but not so many that you end up wasting time on non-qualified ones. Your teams will become more productive and efficient, and your sales performance as a whole will improve. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Many sales reps and marketers truly believe in their products. They are convinced that the product is great, and they're also convinced that customers will love it. However, there's often a disconnect between the reasons they are so excited about the product and the reasons customers may be interested in it. That disconnect can lead to missed opportunities, lost sales, and a lot of head-scratching on the part of your team members. "Why aren't we selling more of this product?" they may wonder. "What are we missing?" In many cases, the root cause of the problem is a failure to use benefits-centered messaging when interacting with prospects and leads. The Difference Between Features and Benefits When we talk about "benefits-centered messaging," what are we actually referring to? Simply put, it's a type of storytelling that's relevant to and compelling for your audience. It's not focused on the what or the how of your product — rather, it articulates the why of it: why would your leads want to buy what you're offering? Why will it make their life easier, simpler, or better? Benefits-centered messaging is much different from features-centered messaging. For example, imagine a marketing message focused on the features of a new smartphone. Perhaps it discusses how advanced the camera is, or how many pixels will be in your photos. The emphasis is on the technical aspect of the product, the what and how. Now take that same scenario, and imagine a benefits-centered message for the smartphone camera. Maybe the message would be something like: "Capture your memories and relive them more clearly than ever before." The focus has shifted away from the technical specs, and onto why customers should be interested in the camera — in this case, because it will help them better remember precious moments for years to come. The Two Paths To Purchase At the core of every purchase decision is at least one of two powerful motivators: fear and desire. People either want to avoid pain or achieve a state of being better than the one they currently are in. All products and services are designed to help the buyer avoid the pain they fear or obtain what they desire. Therefore, the job of your sales and marketing teams is to tell a story about how your product will help customers meet one of those goals (or sometimes both). You could even replace the word "benefits" in the phrase benefits-centered messaging with "positive outcomes" — the meaning remains exactly the same. What's the point? Dumping a list of features onto your website or other forms of marketing content probably won't get you the best results. On the other hand, identifying what your customers truly want and need, and creating messaging that guides them to your solution, is what will help you get wins consistently. With that in mind, try looking at your product through the eyes of the customer by asking yourself questions like:
Remember, the same product may hold out different benefits for different people. So while it's important to know what a product does, it's just as important to understand what a product can do for the customer. How To Beef Up Your Benefits-Centered Messaging It's important for your company to have a solid, well-articulated identity. In other words, you need to answer the question: "What do we do?" Now, the challenge is to build on that foundation by answering the question: "What positive outcomes can our company help bring about?" In terms of interactions with your customers, there are two main ways to do just that: 1. Communicate Benefits With Your Marketing Copy A lot of company websites out there start almost every sentence on their home page with "we" or "our." For instance:
The problem with these statements is that, frankly, just about any competitor could say the same thing. Experience, commitment to customer service, hard work — these are simply the price of entry in most industries. They're not differentiators in any meaningful way. At the end of the day, people don't buy from your company because of your expertise or technical abilities; they buy from you because of the benefits you offer, and their trust that you'll deliver on those benefits. Therefore, your entire website (and any other marketing materials you publish) should speak to and serve the needs of your target audience. Don't brag about how fantastic your company is; rather, make it clear how you've made — and are making — your customers' lives better. 2. Center Your Conversations Around Positive Outcomes Using benefits-centered messaging is especially important when conversing with leads. Many sales reps fall into the trap of extolling the virtues of their product without seeking to understand what specific fear or desire is motivating the person across from them. On the other hand, asking questions and truly listening to the answers can help salespeople to steer the conversation in the right direction, and ultimately toward a purchase. Consider using the following questions (or variations on these questions) to better understand your prospects:
It's amazing how many sales reps don't ask these questions — and yet, getting the answers is often the key that will help you convince the customer of your solution's value to them! In summary: don't focus so much on product features. Instead, think like your customers, and focus on the benefits they're looking for. If your sales and marketing teams practice this approach, you're virtually guaranteed to see improved results from their efforts. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Do you know exactly who your ideal customer is? Have you developed accurate customer personas? Many company leaders may say something like: "Of course we do! We sell to tech companies." But do they understand which people have a stake in the decision-making process at one of those tech company clients? Who actually makes the final decision?
As you can tell from this simple example, staying at the surface level of who a customer is inevitably results in knowledge gaps for marketers and salespeople alike. Perhaps just as bad is when everyone on an integrated team has completely different ideas about what their target consumer looks like. (For instance, are "tech companies" SaaS companies or IT service providers... or both?) Without having clearly defined and detailed customer personas to help you focus your efforts, misalignment is all but guaranteed. Put another way: you may reach out to the wrong people, with the wrong messaging, while promoting the wrong product. On the other hand, when you have that clear-cut customer persona in front of you, everyone on your team will be in a much better position to succeed. Your sales reps will understand how and why your customers interact with your brand. Plus, they may even be able to answer customer questions before they ask them. And your marketers will be able to craft highly targeted and compelling content — content that generates conversions. The Groundwork for Creating a Hyper-Specific Customer Persona There is a basic three-step system that will help you narrow down which customers you should pursue in the first place. Here is what it involves:
Why Flexibility Is Key At times, your ideal buyer may need something you didn't foresee. Even if the discovery initially catches you off-guard, once you have that information in hand, you can use it to pivot your strategy and create more effective marketing materials and sales pitches. Keep a close eye on how your marketing campaigns perform after you've created a new customer persona. Are you generating as many leads as expected? Are those leads converting, or is there a bottleneck somewhere in the sales funnel? Don't be afraid to go back to the drawing board if it's obvious that your messaging or offering doesn't align with customer needs. You may be selling to the wrong people, or may just need to tweak your offering to resolve a more specific problem than you'd anticipated. Of course, communication between your sales and marketing teams is absolutely imperative if you want to maintain your flexibility. Be especially sensitive to the risk points that leads may express concern over — your ability to sell your offerings to them depends on your ability to address those risks. Paint a Detailed Picture of Your Customer Personas When you begin to develop customer personas, you want to make it as realistic and detailed as possible, even to the point of choosing a stock photo to go along with the fictional name you've selected. A good starting point may be thinking about one of your current customers who fits the mold of an ideal buyer. Perhaps you can ask your sales team about them, or even interview them personally. Then, you'll be able to leverage your knowledge of that customer, along with some historical data, to create a persona that effectively mirrors real life. Spend some time imagining your customer persona's profile and general characteristics. As you develop the persona, drill down as far as you can go in terms of personal demographics. For instance, you may want to think about distinctive elements like:
Of course, there's no need to go overboard with your customer persona: you're a salesperson, not a Russian novelist! Still, the more relatable you make it, the easier it will be for your sales and marketing team to identify with and adapt to your target consumer. It certainly takes some effort to identify and define your ideal buyer. But at the end of the day, doing so is a major step toward improving your company's sales performance and forging long-lasting, mutually beneficial relationships. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  Any business leader worth their salt wants the company's sales and marketing teams to function at peak performance. However, this won't happen automatically; the leader needs to be a leader in several vital areas before the teams will follow. Buy-in starts at the top, and management's words and deeds are what set the tone for the rest of the organization.
With that in mind, here are six key ways in which leaders can contribute to improved sales and marketing performance from their team members: 1. Show Respect This is a fundamental step in optimizing your team's performance... one which sadly goes neglected more often than not. It's important to understand that your marketers and sales reps are "subject-matter experts" when it comes to prospects' pain points, concerns, and values. They have experience in offering targeted solutions that guide leads through the sales funnel and toward a final purchase decision with your brand. That experience — that expertise, hard work, and passion — must be respected by leadership. Make it clear to both your sales and marketing teams that you understand how they are directly contributing to the company's mission, vision, goals, and ultimate success. Vocalize your appreciation for their efforts. By simply filling this basic human need — the need to feel respected and valued — you're already setting your teams on the right path, and motivating each member to give their best, even toward the most ambitious revenue goals. 2. Support Teamwork Do everything you can to push back against collaboration's silent killer: the "silo mentality." Sales and marketing experts may be able to accomplish quite a bit apart from each other, but that pales in comparison to what they can accomplish together. For that reason, aligning your sales and marketing teams toward a common vision and goals should be a top priority on your leadership agenda. Set up processes that promote communication and collaboration between the two teams, such as regular interdepartmental meetings. Communicate with team leaders in joint strategy sessions. Do what you can to walk the walk, and your managers and team members will fall in line. 3. Ask for Feedback (and really listen to it) What if your departments aren't performing to expectations? The quickest and most effective way to uncover sales and marketing roadblocks is to seek feedback from your teams. Ask questions, and pay close attention to the answers. It may be enough to seek feedback from team leaders, but at times you'll need to get feedback from the entire team. Your sales reps in particular can help you understand what prospects truly want, and why deals may not be closing as expected. These team members are "on the front lines" when it comes to customer interactions, and they can function as the de facto eyes and ears of your organization. Be willing to tap into their knowledge and experience, especially when contemplating major strategic changes. 4. Promote and Drive Ongoing, Integrated Training Interdepartmental collaboration is one vital aspect of proper alignment between sales and marketing. For most modern organizations, integrated training on sales and marketing tools is another. It's vital that your sales reps and marketers understand how to use such tools effectively — whether it's a new lead database, a CRM, or an email automation platform. They also need to understand how their activities with these tools play into the bigger picture. For example, when exactly should a marketing-qualified lead (MQL) transition into a sales-qualified lead (SQL)? And what steps need to take place in order to implement and document that transition? In this regard, it may be best to remove training silos within sales and marketing and bring the teams together for integrated learning sessions. 5. Focus on Results and Watch the Numbers As you implement alignment between sales and marketing, you'll be asking team members to track specific KPIs for the sales and marketing processes over which they've taken ownership. When it comes to these numbers, balance will be needed on your part: you'll certainly never want to fall into the trap of micromanagement, which is both inefficient and counterproductive. At the same time, as a leader it's your responsibility to regularly and methodically review these KPIs within the context of the company's larger goals. By keeping an eye on key metrics, you'll be able to spot any bottlenecks (or potential bottlenecks) in your sales and marketing strategy. You'll also gain insight into which team members could benefit most from constructive feedback. At the end of the day, it's important for sales and marketing leaders to remember that they're working toward an overarching objective, and are getting consistent support and direction from proactive leadership. 6. Celebrate Wins... and Have Fun! In many ways, sales and marketing teams can be compared to sports teams. For instance, both work toward common goals. In order to be effective, both require hard work from individual members, along with a clear understanding of their specific roles. And both can achieve visible, measurable success ("points scored," if you will). There are many ways to "score points" in sales and marketing. No matter how you keep track of those points, it's important to occasionally step back and celebrate the wins — all the times your company has experienced some type of success from the efforts of your team members. Take advantage of these opportunities to acknowledge the work of your team, and express your appreciation for them. There will always be room for improvement; but taking a moment to look at what you are doing right is great for team morale, and a driver for future success. When it's all said and done, sales and marketing performance has a direct relation to qualities that any leader can develop: understanding, respect, empathy, consistency, and trust. By holding the vision of sales and marketing alignment, seeking feedback, and demonstrating your respect and appreciation for the efforts of each team member, you'll undoubtedly see improvement in each department's performance. Momentum will gradually build, and your company will be set up for sustainable success for years to come. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  If you've read our previous posts on this subject, then you know why sales and marketing alignment is such an important component of sustainable business success. Perhaps the main question you're wondering now is: To what extent are my sales and marketing teams aligned right now?
It's important to understand how your business is currently doing in this regard. After all, if you don't know where you are, then you'll never get to where you're going! With that in mind, here's a checklist to determine just how aligned your two departments really are, and how far they may have to go: The Sales and Marketing Alignment Checklist Company Leadership
How Is Your Company Doing With Sales and Marketing Alignment and Integration? After reviewing the checklist above, do you see specific areas in which your company could improve? Perhaps top-level leadership could take a more proactive approach to the alignment and integration process; or maybe team managers need some more encouragement to schedule collaboration time with their counterparts in the other department. Whatever the case may be, this checklist can be a great starting point to figure out which areas deserve the most attention. It's really hard to overstate how important alignment and integration are to your organization's long-term success. These are key drivers for growth and productivity across the board, for both your sales and marketing teams. When your teams are well-integrated, and in alignment, they'll communicate and collaborate effectively, come up with innovative solutions together, and ultimately engage with customers in the most effective way, at the right time, and with the perfect message. Alignment Creates Momentum Simply put: sales & marketing alignment creates momentum. That's why all the major stakeholders within your organization need to work towards this goal. From your executive suite down, every member of your team must rally around this concept that sales and marketing are not separate entities, but two halves of the same whole. While internal conflict can kill momentum and stifle performance, the momentum generated by sales and marketing alignment will continue to build with each passing day, and add exceptional value for your company. At the end of the day, sales and marketing alignment and integration are huge factors in improving your business' overall sales performance. So review this checklist, compare the items with what your company is currently doing, and look for ways to bridge any gaps. You and your team members will be happy you did so! Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources.  In the business world, there are two types of leaders. The first one says: "Do what I tell you to do." This type of leader expects his or her team to toe the line, keep in step with the organization's game plan, and deliver results... whether those team members feel supported in this endeavor or not.
The second type of leader says: "Do what I'm doing." This kind of leader sets the tone for the rest of the team, not just by words, but by actions. They walk the talk; they lead by example. How does this relate to sales and marketing integration? Simply put, sales and marketing integration starts at the top. If leadership is fully committed to integrating the two departments and proves it through word and deed, mid-level managers and team members will follow the path that's been forged. The big question is: Which type of leader are you? Your answer to that question can make all the difference when it comes to your company's success (or lack thereof) in creating synergy between the two departments. Let's talk about why sales and marketing integration really does start at the top, and some important ways you can support this goal in your role as a leader. It All Starts With a Leader's Mindset The seed of successful sales and marketing integration is the right attitude. Leaders need to recognize within themselves that this should be a top priority for their organization. They also need to understand that this integration process isn't going to happen overnight. Just as it may take months or even years for a person to meet their fitness goals, it may take quite a while for a company to achieve a healthy synergy between the two teams. Leaders who have a sustained commitment to this new paradigm are willing to provide consistent support for their team members. They're willing to "hold the vision" for sales and marketing integration, and fight the inertia that could cause some stakeholders to revert to old ways. The right mindset is the first key to unlocking the power of an integrated approach. Leaders Can Break Down Internal Barriers There may be internal pushback on the idea (or at least the implementing) of sales and marketing integration. Sometimes leaders have to overcome a deeply entrenched negative viewpoint about one department or the other... and sometimes those negative thoughts come from the leaders themselves! For instance, because of a leader's background, he or she may be inclined to think that one department is more important than the other, or should take more of the blame when revenues dip. In some cases, the hardest barriers to break down may come from your marketing and sales managers. They may be reluctant to share metrics and projections with a team they've always considered their "rivals." They may be afraid that they'll be called to task if something goes wrong. It's up to you as a leader to assuage their (sometimes legitimate) concerns, and build that bridge between the two teams. If you build the bridge the right way, it will bear the weight of everyone in both departments. Follow-Through Begins at the Top Once the mindset has shifted and the barriers have been broken down, leaders must consistently and repeatedly commit to the strategy and processes that make integration successful. They need to give the time, financial support, and freedom to their teams that are necessary for developing truly integrated strategies. It's not just about a joint meeting once every couple of weeks; it's about open lines of communication that feed a genuinely collaborative workflow. Once again, leaders who "walk the talk" will see the best results. They need to proactively manage this paradigm shift, even if they can't oversee every detail. This could involve coordinating and conducting joint meetings, or having frequent one-on-one sessions with team leaders. Put another way: if you want the vision to take root, you'll have to do a little bit of digging yourself! Actionable Steps You Can Take What are some practical ways you can support an integration initiative? Here are three specific steps to take: 1. Evaluate your own attitudes and behavior. It may be challenging to take a long, hard look at the person in the mirror, but it's often the first step towards accomplishing your goal. Ask yourself the tough questions about your own attitude towards either the sales or marketing team (or both). For instance: do you or your colleagues view either team as lazy or negligent? Do you support sales and marketing in theory, but without providing practical support? Here are some other probing questions to ask yourself:
2. Practice empathy with your sales and marketing teams. Put another way: spend some time walking in their shoes. Listen to them — and listen to understand, not to respond. Explore reasons for any barriers between the teams, and analyze how each team (and each professional on the team) adds value to the company. This type of empathy is at the heart of any successful sales and marketing alignment, in part because it allows you as the leader to put each team member in the right role for them, and therefore set up both teams for success. 3. Build bridges, not fences. It's all too easy to play the blame game when adversity strikes. However, as the leader, you must be alert to channel energy towards solution-oriented goals, not finger-pointing. Help both teams see collaboration as a non-negotiable priority. Work with your sales and marketing managers to create integrated strategies and processes with clear owners. Create a working environment where root problems are attacked, instead of fellow employees. At the end of the day, whether your company enjoys effective sales and marketing alignment depends to a large extent on whether you, as the leader, are doing your part. If you are, you can realistically expect to see gradual improvement in team integration, and better sales and marketing performance across the board. Learn More A healthy relationship between sales and marketing is vital to an organization’s success. Dive deep into this effective strategy in a new book called Sales & Marketing Alignment. If you'd like more insights on how you can improve your sales leadership, contact us. Or sign up for our newsletter for more valuable resources. |
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