Picture this: a top sales rep at a major financial institution consistently ranks in the top 5% of his peers. He is knowledgeable, efficient, hard working, and passionate about bringing success to his customers, himself and his organization. Over the years, he has proven that he can achieve--and exceed--his goals. Then one day, management decides to roll out new technology and processes to help reps stay organized and identify greater opportunities, while giving management new reporting capabilities and insight into sales activity. Despite good intentions on all sides, the change does more to hinder the sales rep than empower him. Over time, he grows frustrated with the new system--and his management-- because not only does he not see any value, but it actually wastes his time. To cope, he either stops using the technology entirely or simply inputs minimal info just to “meet expectations.” Either way, the organization loses.
In part 1 of How to Achieve Better Marketing and Sales Alignment, we focused on the critical role communication plays in helping sales and marketing teams achieve better alignment. While communication is the foundation for any successful relationship, setting realistic expectations is also important. For example, when marketers generate leads, they pat themselves on the back and send them to sales for follow up. However, if sales doesn’t believe that marketing’s leads are valuable, they might not follow up on them right away, or ever. Marketing then feels like the sales team is not doing its job. The cycle continues and the relationship between sales and marketing deteriorates.
Let’s be honest, the line separating most sales and marketing teams is more like the Great Wall of China than a line in the sand. The process of working together can be a difficult, almost impossible task, and most organizations don’t do it well. As a result, many marketing leads fall into a big black hole where sales may or may not follow up on them. This process is not only broken, it is extremely costly to organizations both in terms of marketing resources and lost opportunities. The following series of blog posts will walk you step by step through ways to achieve better marketing and sales alignment, starting with the crucial first element, communication.
All it takes is opening your inbox to realize we are living in a world of information overload. This affects all teams, in every industry, but this reality is particularly apparent when trying to get valuable information in front of sales teams. Sales is constantly bombarded with information from well-meaning marketing departments and sales managers attempting to help them close more deals. But there’s a difference between providing information that leads to overload, and actual sales intelligence that leads to results. Here are three things to consider when trying to provide useful--and actionable--information to sales.
We have been reading a lot lately--and hearing from our customers who sell cloud-based solutions--about the demise of the enterprise deal.
Topics: Enterprise enablement, Sales Enablement, Enterprise Sales, Executive Intelligence, Sales Transformation, Sales Readiness, CIOs, enterprise deals, C-Suite Selling, CXO Priorities, Business Conversation
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The "Rule of Thirds" is really quite simple, but we think a powerful lesson lies within. Follow me for a minute.