Sales & Marketing alignment: Happy marriage or forced coexistence?

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De B2B marketingwereld is drastisch veranderd. B2B kopers hebben meer dan ooit tevoren controle over hun koopproces en ze hebben tegenwoordig veel, en op een totaal andere wijze, contact met leveranciers. Daarnaast moet de huidige marketeer sterke technische en analytische vaardigheden hebben en innovatief zijn in het vormgeven van een effectieve samenwerking met hun collega’s van sales. Marketeers moeten uitzoeken hoe ze hun marketingvaardigheden kunnen uitbouwen, hoe ze hun interne marketingdiensten kunnen samenvoegen en de samenwerking tussen corporate en upstream marketing kunnen versterken, evenals de samenwerking met sales.

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  • What are best practice companies doing differently? There are four key attributes of high performing companies in demand generation SiriusDecisions has observed: 1. Sales Pipeline: Organizations focus on the impact demand generation can have on the sales pipeline, NOT the number of leads generated. In many ways, the focus on lead quantity created a false sense of security for b-to-b companies. Best practice companies focus on the impact to the sales pipeline from what they term “influence” and “source.” Source means uniquely created leads which have become opportunities -- where there was previously not an opportunity from this buying center. Influence means marketing is actively touching prospect buying centers that sales is working. 2. Sales Alignment: Marketing programs are designed in a flexible manner, providing sales with options on how they’re implemented with strong service level agreements on lead definition, while also providing plays for all areas of the selling process. 3. Program Mix: The program mix for these companies are weighted more online (see Chart 1 Appendix) and create a nurturing model around the customer buying cycle. As a result, the marketing is integrated, multi-channel and encourages prospects to self-select or demonstrate activity to suggest where they are in their buying journey. 4. Integration: Instead of having multiple independent marketing “programs” or plays, they create an integrated journey around the customer buying journey. They understand this by having a data-centric view of their marketing and delivering most of the marketing in a digital form.
  • One of our customers has studied their targeted audience at the C level – comes in early and late; disappear in the middle but their team is deep in evaluation. They now have on their website – “what your team needs to see.”
  • Ask question on what is most critical for them.
  • Sales & Marketing alignment: Happy marriage or forced coexistence?

    1. 1. Best Practice in B2B MarketingSales and Marketing Alignment: Happy Marriage or Forced Coexistence? Meta Karagianni Research Director, Executive Edge CMO SiriusDecisions, Inc.
    2. 2. 14 March 2013B-to-B Sales and Marketing Alignment:Happy Marriage or Forced Coexistence?Meta KaragianniResearch Director, Executive Edge CMO
    3. 3. Agenda• SiriusDecisions: Brief Overview• Usual vs. Best-in-Class B-to-B Scenario• Sales and Marketing Alignment – What does it look like? – How do you create it? – Is it worth the pain?• Summary and Closing Remarks © Copyright SiriusDecisions. All Rights Protected and Reserved. 3
    4. 4. SiriusDecisions: Brief Overview
    5. 5. SiriusDecisions Offering Architecture © Copyright SiriusDecisions. All Rights Protected and Reserved. 5
    6. 6. Usual vs. Best-in-Class B-to-B Scenario
    7. 7. The Usual B-to-B Scenario SiriusPerspective: Weak alignment at the top of the waterfall results in poor performance in the middle and bottom. Inquiry Inquiry InquiriesNo nurture/ 80%qualification Marketing and Tele Qualification Leads Marketing and Tele Qualification Marketing Qualified Sales accepts 100%everything/nothing Sales Acceptance Sales Acceptance Inefficient use of 3% - ?? sales resources Sales Qualified Leads Sales Qualification Sales Qualification Poor pipeline 10% - ?? dynamics SQL 417 inquiries to Close 417 inquiries to close 11deal close deal © Copyright SiriusDecisions. All Rights Protected and Reserved. 7
    8. 8. How Does This Happen? Sales wants “leads!” Marketing hits the “more” button Sales doesn’t follow up Marketing: “Why no followup?” Sales: The “leads” are no good Marketing: Wasted effort, poor performance, bitterness, despair © Copyright SiriusDecisions. All Rights Protected and Reserved. 8
    9. 9. The Best-in-Class B-to-B Scenario SiriusPerspective: Strong process and alignment at the top of the waterfall creates strong efficiencies in the middle and bottom. Inquiry Inquiries Inquiry • How does this happen?Real lead 9.3%qualification Marketing and Tele Qualification Leads Marketing and Tele Qualification Marketing QualifiedStrong process 85%that is adhered to Sales Accepted Leads Sales Acceptance Sales Acceptance Sales becomes 62% more efficient Sales Qualification Sales Qualification Pipeline 29% - ?? dynamics 70 inquiries to close 70 inquiries to close SQL improve 11deal deal © Copyright SiriusDecisions. All Rights Protected and Reserved. 9
    10. 10. Best Practice AttributesSiriusPerspective: While there are many differences between averageand high-performing companies, four characteristics are consistent. Sales Pipeline Sales Alignment • 30%+ Sourced* • Flexible Programmes • 70%+ Influenced* • Strong SLAs • Not a Leads Only Focus • Targeted and Sales Stage Based Program Mix Integrated • Multi-Channel • Based on Buyer’s Journey • Web Centric • Multi-Touch Programmes • Nurturing Model • Data Centric • Best Practice Syndication • Web Focused * Varies by organizational size and target markets © Copyright SiriusDecisions. All Rights Protected and Reserved. 10
    11. 11. Getting to Alignment
    12. 12. What Is Alignment?SiriusPerspective: There are four key areas of alignment betweenmarketing and sales. 1. Buyer’s Journey 2. Activity Alignment Key Issue: How do your customers buy? Key Issue: What are the sales and marketing activities along the buyer’s journey? Deliverable: Buyer’s journey model that sales and marketing will use as a common denominator Deliverable: Identification of marketing programmes, for strategy, process and activity alignment. sales requirements/process and role clarification at each stage of the buyer’s journey. 3. Campaign Structure 4. Planning/Measurement Key Issue: What language, structure and visual Key Issue: How will the planning and measurement process descriptions will you use to describe marketing change as a result of buyer’s journey? and sales efforts? Deliverable: Waterfall model of closed-loop measurement. Deliverable: One view on campaign Integrated marketing planning model. nomenclature, lead definition, lead nurturing and SLAs between sales and marketing. © Copyright SiriusDecisions. All Rights Protected and Reserved. 12
    13. 13. Buyer’s JourneySiriusPerspective: B-to-b buyers are engaging with sellers later in thebuying process, forcing marketing and sellers to adjust their roles. Marketing a. Loosening of the Status Inbound a. Loosening of the Status Quo 79% start theirEducation Education Quo evaluation with search Phase Phase Online Relationship b. Committing to Change b. Committing to Change 33% consult peers c. Exploring Possible c. Exploring Possible and ask questions Solutions Solutions on social sites Solution Solution Sales Process Phase Phase d. Committing to aa d. Committing to Solution Solution e. Justifying the Decision e. Justifying the Decision 53% consume Vendor Vendor Selection Selection vendor social content Phase Phase f.f. Making the Selection Making the Selection and do research © Copyright SiriusDecisions. All Rights Protected and Reserved. 13
    14. 14. Early Digital Engagement Is Not Only for the YouthChief Financial Officer (CFO) Chief Marketing Officer (CMO) Chief Information Officer (CIO)1.Ask my team for options 1.Search the Internet (product or 1.Search the Internet (problem or technology category) initiative)2.Search the Internet (for specificvendors by name) 2.Explore a known vendor Web site 2.Explore a known vendor Web site3.Call an industry analyst 3.Ask my team for options 3.Ask my team for options4.Call on my social network 4.Call an industry peer 4.Explore a known online community5.Search the Internet (product or 5.Call on my social network 5.Search the Internet (product ortechnology category) technology category) 6.Call an industry analyst6.Search the Internet (problem or 6.Explore a known associationinitiative) 7.Explore a known online community Web site7.Explore a known association Web site 8.Search the Internet (vendors by 7.Call an industry peer name)8.Peruse vendor booths at industry 8.Call an industry analysttrade show 9.Peruse vendor booths at an industry trade show 9.Search the Internet (vendors by9.Call an industry peer name) 10.Explore a known association10.Explore a known vendor Web site Web site 10.Call on my social network11.Explore a known online community 11.Search the Internet (problem or 11.Peruse vendor booths at an initiative) industry trade show © Copyright SiriusDecisions. All Rights Protected and Reserved. 14
    15. 15. Activity Alignment Tactics and Programmes Loosening Advertising of the Thought Leadership Seed Suspect Global Campaigns Status Quo Product Launch Committing Promos/Offers Create to Change Events/Webinars Qualification Account Based Marketing Website/SEO/SEM Exploring Self-Guided Demos Solution Possible Analyst Reports Nurture Solutions Lead Nurturing Programmes Identification Presentations/ In-Person Demos Committing Competitive Tools/ Customer Solution Enable to a Solution References Validation Trials/Proof of Concept Justifying ROI Tools Accelerate the Exec Briefings Propose Decision Pipeline Acceleration Programmes Customer Newsletters Retain Making Online Communities Close the Value Review Selection Relationship Marketing © Copyright SiriusDecisions. All Rights Protected and Reserved. 15
    16. 16. Buyer-Centric, Integrated Campaign StructureSiriusPerspective: Integrated campaigns combine messaging andmarketing activities along the buyer’s journey. BUYING CYCLE NEW CONCEPT NEW PARADIGM ESTABLISHED MARKET Reputation Demand Creation Sales Enablement MESSAGING Vendor Selection Education Solution TOUCHES Education Education Solution Solution Solution Selection Selection Selection Selection T1 T2 T3 T1 T2 T3 T1 T2 T3 Analyst CaseCopyright SiriusDecisions. © Peer 16White Paper Webinar Case Study White Paper Event Webinar Report StudyProtected and Reserved. All Rights Interaction
    17. 17. Service-Level Agreements: The Ties That BindSiriusPerspective: A core set of SLAs must be created, and adjusted overtime based on data. Lead acceptance Timeframe Bypass/exceptions Disposition Special programme alignment Demand Centre/ Field/Channel Teleprospecting Field Marketing Sales Lead acceptance Timeframe Disposition Rep alignment Programme alignment © Copyright SiriusDecisions. All Rights Protected and Reserved. 17
    18. 18. Demand Type and Lead LevelSiriusPerspective: Demand type also will provide significant guidance interms of the “type” of lead you are looking for. New Concept New Paradigm Established Market © Copyright SiriusDecisions. All Rights Protected and Reserved. 18
    19. 19. Lead Waste: It’s Everyone’s ProblemSiriusPerspective: Just like the best goal scorers, the best demandcreators fail much more often than they succeed. 83 The percentage of MARKETING qualified leads that will NOT make it to closure. 80 The percentage of SALES qualified leads that will NOT make it to closure. © Copyright SiriusDecisions. All Rights Protected and Reserved. 19
    20. 20. Setting the Stage: Nurture TypesSiriusPerspective: Prospects can “sit” in a variety of demand waterfallstages; thus, b-to-b organizations must consider multiple nurture types. Nurturing before a prospect is handed off 1 Pre-MQL to a teleprospecting, field or channel resource 1 Nurturing when a prospect is rejected by a 2a: Active Recycled sales resource for a pre-determined reason 2 Nurturing when a prospect has 2 2b: Passive Recycled experienced no movement for a pre- determined period of time, but has not been rejected by sales 3 Nurturing when a once-engaged 3 Reconstituted opportunity has died on the vine, with no activity for months or even quarters © Copyright SiriusDecisions. All Rights Protected and Reserved. 20
    21. 21. Lead Nurturing Framework: ComponentsSiriusPerspective: A complete nurture effort – regardless of type – isbuilt on four pillars.• Entry – The pathway(s) for a prospect to move into a nurture flow• Treatment – The content, offers and messages used to drive incremental activity with the prospect• Transition – Signals that a prospect is ready to be moved back into an “active demand” state• Disposition – Location(s) where a nurtured prospect will be delivered © Copyright SiriusDecisions. All Rights Protected and Reserved. 21
    22. 22. The SiriusDecisions Lead Nurturing FrameworkSiriusPerspective: By crossing nurture types with key components, a newframework is born. Pre-MQL Recycled: Active Recycled: Passive ReconstitutedEntryTreatmentTransitionDisposition © Copyright SiriusDecisions. All Rights Protected and Reserved. 22
    23. 23. Nurturing Framework: A Checklist SiriusPerspective: Depending on the type – or types – of nurturing your organisation pursues, use our checklist to determine your readiness. Pre-MQL Recycled: Active Recycled: Passive Reconstituted • Target market agreement (companies, entry • Disqualification reasons • Time thresholds for lead inactivity • Aging opportunity parameters points) • CRM-to-MAP prospect feed • Warning system (first-line manager, sales • Segmentation rules • Complete, clean list (owned or purchased) • Visibility rules (e.g. can sales still rep) • List pull processEntry • Inbound marketing strategy see active nurture prospects) • Service-level agreements (field to tele) • Service-level agreements (if any prospects will go to tele) • Need-based campaign structure • Hierarchical touch strategy (reason, • Teleprospecting scripts • Multi-touch reconstituted program • Decision-based demand program category of interest, vertical, role) • Email templates • Content to serve • Conversion-optimized Web site • Scripts/templates (if tele is involved) • Pre-call/post-call content • Information collection strategy • Content • Information collection strategyTreatment • Information collection strategy (categories, gating approach) • Lead scoring schematic(s) • Lead scoring schematic(s) • Contact rules (number of times • Lead scoring schematicTransition • Lead definition threshold(s) • Tele-triggers/definitions dialed/emailed) • Sales removal permissions • Requalification rule set • Marketing automation/CRM linkages • Service-level agreements (marketing to tele, • Non-qualifier/no contact pass (tele to • Non-qualifier/no contact pass (into long- • Service-level agreements (marketing to tele to field) marketing) term recycling) tele, marketing to field) • Lead bypass rule set • Qualifier pass (tele to field) • Qualifier pass (tele to field)Disposition • Lead bypass rule set • Procedural rejection rules • Procedural rejection rules © Copyright SiriusDecisions. All Rights Protected and Reserved. 23
    24. 24. Is It Worth It?
    25. 25. Marketing Around the Buyer’s JourneySiriusPerspective: Today’s marketing ecosystem centers on the buyer’sjourney, where marketing disciplines must effectively work together. ‘One-and-Done’ Buyer-Centric/Integrated Lead to Close 15.3 7.2 Sourced Pipeline 15.5% 30%+ Close Rate 19% 24.5% Influenced Pipeline 52% 70% + Marketing Touches 25 + 15 - 20 Programs 50 + < 30% Program Design Single Channel Multi Channel Campaign Focus Product Solution Primary Source eMail Web Marketing Pipeline Cost 2% - 3% .5% -1.5% © Copyright SiriusDecisions. All Rights Protected and Reserved. 25
    26. 26. Average vs. Best-in-ClassSiriusPerspective: High-performing companies market to all areas of thewaterfall to impact performance. Waterfall Conversion Rates Best-in- Average Strong Class What do high-performing companies do differently? Inquiries Seed 4.1% 5.8% 9.7% Marketing Qualified Create Leads (MQLs) 62% 65.6% 74.5% Nurture Sales Accepted Leads 47.5% 56.4% 60.5% Enable Sales Qualified Leads (SQLs) Accelerate 22.1% 26.9% 30.7% Closed/Won Business © Copyright SiriusDecisions. All Rights Protected and Reserved. 26
    27. 27. Five Things to Remember1. Buying behaviour is significantly changing, increasing marketing’s importance in the early stages of the buying cycle2. Best-in-class organisations embrace that change and align how they are selling to how their customers are buying3. To drive best-in-class performance, sales and marketing must align around five waterfall-based jobs4. That alignment is underpinned by strong SLAs, common processes and clear roles and responsibilities5. “Buyer’s journey” marketing results in stronger performance © Copyright SiriusDecisions. All Rights Protected and Reserved. 27
    28. 28. Thank You! Brian Atkinson Meta Karagianni EMEA Business Development Director Research Director, Executive Edge CMO EMEA Brian.atkinson@siriusdecisions.com Meta.karagianni@siriusdecisions.com Mobile: 00447739363545 Mobile: 00447717814586 © Copyright SiriusDecisions. All Rights Protected and Reserved. 28
    29. 29. Appendix
    30. 30. Introducing the Rearchitected SiriusDecisions Demand Waterfall SiriusPerspective: A number of factors have driven us to realize that it’s time to take a hard look at an old friend. Inquiry Inquiry Changes/Observations Changes/Observations Inbound Inbound Outbound Outbound Three Key Reasons for the Change 1.The original waterfall didn’t account for demand that was Marketing Qualification Marketing Qualification sourced outside of marketing Automation Qualified Leads (AQLs) 2.The original waterfall obscured the role of teleprospecting in the Automation Qualified Leads (AQLs) overall demand creation process and could potentially send the wrong message about the criticality of this function Teleprospecting Accepted Leads (TALs) Teleprospecting Accepted Leads (TALs) 3.The original waterfall wasn’t specific about the role of inbound Teleprospecting Teleprospecting marketing, and this masks an ongoing shift of lead sources over Teleprospecting Teleprospecting the past five years Generated Leads Generated Leads Qualified Leads (TQLs) Qualified Leads (TQLs) •Changes we made: We introduced… (TGLs) (TGLs) – New stages to reflect a more complete view of the Sales Qualification journey demand takes from cold to close, and the Sales Qualification different points at which it originates Sales Generated Sales Generated Sales Accepted Sales Accepted – Stage rollups (4) grouping together activities related to Leads (SGLs) Leads (SGLs) Leads (SALs) Leads (SALs) one another – Specific color-coding Sales Qualified Leads (SQLs) ‒ Red: Demand originated from Marketing ‒ Green: The handoff of demand from one function to another Close Close ‒ Orange: Demand originated in teleprospecting ‒ Blue: Demand originated in sales Won Business © Copyright SiriusDecisions. All Rights Protected and Reserved. 30
    31. 31. © Copyright SiriusDecisions.All Rights Protected and Reserved. 31

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