As marketers and sales pros, we find irresistible the promise that technology tools will make our jobs easier and help us win more business faster. Which is why so many of us are turning to companies that are focused on predictive analytics tools that support account-based marketing, and scaling all of the different aspects of the ABM process.
Here’s a sad but true tale of missed ABM opportunity.
A Fortune 100 company spends months of man-hours—and invests in various data analytics tools—to slice and dice their account data. The goal is to come up with a tiered list of 2000 or so top accounts to use as the basis for an account-based marketing program. The months-long effort yields an impressive PowerPoint document that delves into the details of the data and demonstrates the rationale behind various account tiers. It also includes a LONG list of accounts.
The time has long passed since a sales team could assume that a great presentation about their product or service would get them the orders they were after. With all the information now available through digital channels, your potential customers are probably already well versed in what you’re selling.
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.
One of the biggest challenges faced by today’s technology companies is the constant changing of sales representatives. Our customers tell us that roughly 20-30% of their sales teams change accounts annually, largely because they are let go or reassigned due to underperformance. This type of turnover is typical but it doesn’t have to be. This article will outline the top five reasons sales reps are fired or reassigned and what you can do to help new reps succeed faster.
In our meetings with enterprise sales leaders, we notice a lot of heads nodding around the room when we talk about:
Topics: Sales Enablement, Sales Accountability, Enterprise Sales, Sales Transformation, Sales Readiness, CXO Insight, enterprise deals, C-Suite Selling, CXO Priorities, Business Conversation, CEO Profiles