Bridging the Gap Between Sales and Marketing

As my colleague, Jody Jacobs heads off to the 27th Annual ISBM Members Meeting (Institute for the Study of Business Markets), those of us holding down the fort (and a tish envious) are having our own discussion about the importance of aligning sales and marketing teams.

And how difficult this process has been for various clients over the years.

The benefits of fully aligning sales and marketing efforts are indisputable. When both "departments" work together to understand the buyer's needs and define the company's product or service in audience-specific terms, business grows. Alignment of and integration between the two silos yields profitable growth.

Why then, does it tend to be so difficult to bring the two together?

I can't answer that one. What I can do, while I wait for the new ideas that Jody will bring, is offer my thoughts on how to at least get the ball rolling. Thoughts that are based on actually helping a major manufacturer bring the two groups together. And watching the company subsequently grow from less than $100 million to over $1 billion.

Some basic steps:

1. Executive buy in
As with any major initiative, you need buy in from the top. You need a champion. Someone who understands the benefits, the challenges, the process and the resources necessary for succes. And the power to say, "I want this to happen and I'm willing to make it happen."

2. Understanding of the current processes
How do sales and marketing currently communicate? Where does product development fit? How does marketing create the messages that are used to raise awareness, generate interest, and move prospects to action? How does marketing select the tactics that are designed to generate leads? What role -- if any -- does sales play in the marketing process (message development, tactical execution, overall strategy, etc.)

3. Understanding buyers
When the aforementioned client grew, it was due -- in part, not entirety -- to the manufacturer's desire to bring the customer into the sales and marketing process. Here is where the alignment internally began. Sales was charged with delivering key customer insights that could be used by marketing to better intrigue and engage prospects in an increasingly competitive environment. Sales became an integral part in marketing's ability to understand and therefore reach -- on a far more powerful and personal level -- the buyer. Seems so obvious doesn't it? But how many organizations really execute this? And on a regular basis?

4. Improving communication between marketing and sales
Many companies correctly use marketing to support sales in many ways. Lead generation efforts, sales support materials, are such examples. But there are other ways in which marketing can support sales that are often left behind -- and with budget cut backs and time constraints we understand why.

But if growth is on your mind, I urge you to challenge this thinking. How can a planned, regular and ACTIONABLE communications effort directed at your sales force improve your company's top line performance?

I'd guess: substantially.

Don't just jump in. Ask the sales force what they need and how they want it delivered. Don't give them a monthly email if they rely primarily on their phone for communication. Don't give them updated brochures if what they really want is market data and trends.

Ask: what will help you penetrate key accounts or move a prospect into the buy column? How do you want to receive that information and how frequently.

Depending on the answer, bite off what you can chew and get started.

REMINDER: Establish key performance indicators before launching the initiative. Know what you want to measure before you get started...then measure, re-work and re-launch as necessary.

Take the leap.