September 11, 2017
4 minute read
Asking "Do I need to work on my marketing or sales?" is like asking "Do I need offense or defense?" It doesn't matter which sport you choose, any fan will tell you that they're interdependent and you need more context to answer the question.
In this blog post, we'll guide you through the relationship between marketing and sales and explain how you can determine which you're more in need of.
The Marketing team plans and executes a campaign with the purpose of identifying potential active buyers (aka lead generation). Sales professionals work with these potential active buyers, helping them through the buyer's journey. Each team on its own is incomplete and needs the help of its counterpart to first identify a potential active buyer and then help her become a customer.
It's all fun and games until sales are down. Then, the two teams are quick to blame each other for the poor performance. According to this Harvard Business Review article, each team gets entrenched in its own view:
"Sales-marketing tension can also stem from the co-dependence of the sales and marketing teams. Especially when things don’t go well, situations can quickly turn to finger-pointing. Marketing says 'We worked hard and generated good leads for sales, but they didn’t follow up.' Sales says, 'Marketing’s leads aren’t worth my time; the last lead they gave us was for a business that shut down two years ago.'"
What's worse is that it's possible for both teams to be correct and thus, be completely confident in their blaming of the other.
The best way to overcome this problem is to transparently share information across departments and get both teams to understand their dependence on each other.
The first pitfall often seen in any organization is the lack of a game plan, more frequently known as a service level agreement or SLA.
It's extremely important that your organization has a basic agreement between Sales and Marketing. The most basic SLA goes something like this: Marketing promises to deliver X number of leads and Sales promises to use a defined and deliberate sales process with every one; at the end of every week (or month) Sales will report to Marketing the progress on each of these leads, completing the reporting loop.
This Forbes article explains how this brings the teams closer together and makes them more understanding of the challenges at hand:
"This allows the marketing team to understand the challenges and needs of the sales team and have those needs communicated in a way that the marketing team can help alleviate them. They’ve also established set times for reporting and discussing the current status of both the marketing activities and the sales activities."
This is typically the resolution for poor performance.
Let's get back to the initial question and see if there are ways to tell if a specific team is at fault.
A Marketing team is responsible for establishing a brand, creating content, and generating leads.
Here are a few reasons why marketing may be the problem:
If your sales representatives have no leads to work with, then you have to look at your marketing campaign. It's possible that they're targeting the wrong users or simply falling behind on their schedule.
Additionally, if your sales team is struggling to close leads, this may be a reason to look to your Marketing team as well. In our post-internet world, buyers do their research before making a purchase. It's extremely important to have all of the information a buyer needs to make a decision readily and easily available online.
Online content should be customer-focused, using buyer persona data and position in the buyer's journey as a guide.
On the other hand, if the marketing team is generating ample leads, but the sales representatives aren't using a defined and deliberate sales process to nurture those leads, then it's a clear sign that there is problem in the Sales department.
A deliberate sales process, such as inbound sales, will help you diagnose and correct problems in the sales department.
Here are a few reasons why marketing may be the problem:
What if the marketing team is generating lots of leads and the sales representatives are working the sales process, but revenue is still lagging?
The first place to look in this situation is Marketing/Sales alignment. Here are some questions to ask:
Perhaps you've found that marketing and sales are working well together, but revenue and margins aren't where you want them to be.
What could the problem be? Customer service?
You may need to evaluate your customer success team if:
Your marketing team should be working with customer success to create a plan that will turn customers into case studies and success stories.
Within a company, Revenue Operations (also known as RevOps) is a strategic approach that centralizes sales, marketing, and customer service operations to provide a consistent experience across the customer lifecycle.
You may be wondering what is the difference between sales and marketing alignment and Revenue Operations?
In most organizations, sales, marketing and customer service each operate in silos. They come together in the evaluation phase to ensure they are in alignment.
In a revenue operations model, these three operate in unison from the planning phase and allow you to be more efficient, and scale with momentum.
Jake Fisher, a co-founder of Bridges, is a multilingual B2B entrepreneur. In 2012, Jake co-founded Bridges Strategies with Ashley Quintana, a former coworker at Tyler Media. Within two years, the partners scaled Bridges to more than one million dollars in gross revenue from a $10,000 initial investment. Combining business knowledge and insight with the comedy from his radio days, Jake regularly speaks at events sanctioned by organizations such as the American Marketing Association, Public Relations Society of America, and HubSpot.