Your SlideShare is downloading. ×
Bridging The Gap Between Sales And Marketing
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Bridging The Gap Between Sales And Marketing

3,398
views

Published on

Published in: Business, Career

0 Comments
7 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
3,398
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
379
Comments
0
Likes
7
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Complex messages don’t work internally or externally There must be consistency between the push and pull messages from sales and marketing. But clearly sales must be provided with appropriate / relevant tools which are consistent with the marketing messages. Marketing may need to reconsider their “message” if if clearly isn’t in line with what real customers want.
  • Transcript

    • 1. Bridging The Gap Between Sales and Marketing Speakers: Greg Anyon Rob Fearn Peter McPartland Ian Roe
    • 2. Introduction Rob Fearn Chair, CIM Merseyside
    • 3. “ Bl**@y! sales” CIM Member “ Simplifying Key Marketing Messages” Event 4 th May 2006 “ A WAR!” Kotler, Rackham and Krishnaswamy “ Bl**@y! marketing” CIM Member “ Simplifying Key Marketing Messages” Event 4th May 2006
    • 4. A “war” that seriously hurts performance
      • 1
      • Day
      • a week
    • 5. So who is prepared to put the “gun” down first?
    • 6. Agenda
      • Introduction
      • Understanding the sales process
      • The current relationship between sales and marketing
      • Creating a new partnership between sales and marketing
      • What we can do to check and change our behaviour
    • 7. Understanding the sales process Greg Anyon CIM Course Director
    • 8. Overview
      • Protect and grow existing business
      • Identify and win new business
    • 9. The physical process
      • Identify suspects
      • Research
      • Qualify to prospect status
      • Identify key contacts & DMU’s
      • Create contact strategy and messages
      • Initiate contact
      • Discover needs
      • Qualify needs/ create interest
      • Extract and handle objections
      • Present proposition
      • Close for next stage
      • Negotiate, close and rollout solution
      • Up-sell and cross-sell
      • Defend
    • 10. Along the way
      • Networking
      • Recommends
      • Respond to leads
      • Database suspects and prospects
      • Territory and time management
      • Update portfolio knowledge
      • Create/ utilise promotional campaigns
      • Relationship development
    • 11. The current relationship between sales and marketing Rob Fearn Chair, CIM Merseyside
    • 12. A broken process
    • 13. Two “different worlds” …
      • Sales campaigns
      • Relationship development
      • Identifying needs
      • Contract development
      • Selling
      • Reporting and forecasting
      • Fire fighting
      • Contract management
      • Debt management
      • Market research
      • Product development
      • Message development
      • Sales collateral
      • Marketing campaigns
      • Internet/intranet
      • Internal/external comms
      • Press and PR
      • Trade fairs and events
      • Corporate hospitality
    • 14. … that just need reconnecting and aligning Advocacy Loyalty Hand-over to the business Purchase Purchase intention Hand-over to sales Brand preference Brand consideration Brand awareness Customer awareness Marketing Sales The whole business
    • 15. Creating a new partnership between sales and marketing Peter McPartland CIM Ambassador, SME
    • 16. The current split between Sales & Marketing
      • Research
      • Plan
      • Target
      • Introduce
      • Engage
      • Expose
      • Propose
      • Close
      OPPORTUNITY REALISATION Campaign Leads Pipeline Forecast Order Book FOCUS ACTIVITY DELIVERABLE FUNCTION MARKETING SALES
    • 17. Sales – a Marketing function!
      • Marketing and Sales are not integrated as a process.
      • Marketing has little exposure to customers and prospects.
      • Marketing has little desire to influence performance of Sales people
      • Marketing is seen as a ‘Cost Centre’.
    • 18. Why do we fail in the Sale?
      • Listen
      • Ask the right questions
      • Understand the client’s buying cycle and processes
      • Understand the history of the relationship
      • Position themselves against competition
      • Know their own range
      • Respond with a proposal
      67% 52% 38% 37% 37% 30% 17% Salesforce: July 2006
    • 19. Why do we fail in the Sale?
      • Listen
      • Ask the right questions
      • Understand the client’s buying cycle and processes
      • Understand the history of the relationship
      • Position themselves against competition
      • Know their own range
      • Respond with a proposal
      5 67% 52% 38% 37% 37% 30% 17% Salesforce: July 2006
    • 20. Marketing needs to take responsibility for business development
      • Research
      • Plan
      • Target
      • Introduce
      • Engage
      • Expose
      • Propose
      • Close
      OPPORTUNITY REALISATION Campaign Leads Pipeline Forecast Order Book FOCUS ACTIVITY DELIVERABLE FUNCTION BUSINESS DEVELOPMENT
    • 21. Taking responsibility
      • Communication of Key Messages
      • Making it Easier to Buy
      • Enhancing the Customer’s Experience
    • 22. 1. Communicating key messages
      • Only 14% of sales people can clearly “articulate”:
        • What their organisation does?
        • Why their organisation is unique?
        • Why a buyer should do business with them?
    • 23. Challenging ourselves and the business
      • “ The materials many sales people are given are poorly developed and lacking in clarity”
      • Salesforce: June 2005
      • WHY
      • This isn’t on our agenda.
      • We don’t know it either.
      14%
    • 24. Preferred communication styles Authoritarians Key Points   Analysers Facts Logically Presented   Visionaries Themes   Supporters Contribute and Personalise Visual People Imagery and Colours Auditory People Speech Kinaesthetic People Emotions
    • 25. 2. Making it easier to buy
      • Pre sales resource can underpin every sale.
        • Makes the cost of sale more expensive.
        • Difficult to maintain momentum.
        • Risk damaging credibility.
    • 26. Business Development
      • Research
      • Plan
      • Target
      • Introduce
      • Engage
      • Expose
      • Propose
      • Close
      OPPORTUNITY REALISATION Campaign Leads Pipeline Forecast Order Book FOCUS ACTIVITY DELIVERABLE FUNCTION BUSINESS DEVELOPMENT
    • 27. Productisation
      • Create standard offerings.
      • Influence the qualification process.
      • Move from brochure production to proposal production.
      • Treat the Sales Team as a Customer when developing Tools.
    • 28. 3. Enhancing the customer’s experience
      • How we engage can be a differentiator.
      • Interrogate the whole Business Development process.
        • Test / Measure / Learn
      • Familiarise the ‘whole business’ with the process.
        • Encourage enquiries from every angle
    • 29. Taking responsibility – challenging the business
      • Communication of key messages
        • Understand the principles of effective “personal” communication
        • Develop skills of those interfacing with customers
      • Making it easier to buy
        • Provide tools for responding to Customer’s throughout the process
        • Use as a platform for continuous communication.
      • Enhancing the customer’s experience
        • Make it easy for the customer to buy
    • 30. What we can do to check and change our behaviour Ian Roe CIM Ambassador, Cheshire
    • 31. Where do we go from here?
      • What is our current situation?
      • How can we align sales and marketing?
      • How can we stop sales and marketing conflicting?
    • 32. Do something different
    • 33. Integrate sales and marketing processes
      • Our sales figures are usually close to the sales forecast.
      • If things go wrong, or results are disappointing, neither function points fingers or blames the other.
      • Marketing people often meet with key customers during the sales process.
      • Marketing solicits participation from Sales in drafting the marketing plan.
      • Our salespeople believe the collateral supplied by Marketing is a valuable tool to help them get more sales.
      • The sales force willingly cooperates in supplying feedback requested by Marketing.
      • …………………………
    • 34. “ To change, or not to change” move to Integrated move to Aligned move to Defined
      • A common process or business funnel can be created for managing and measuring revenue-generating activities.
      • Even with careful definition of roles, there’s still duplication
      • The market is commoditized and makes a traditional sales force costly.
      • Products are developed, prototyped, or extensively customized during the sales process.
      • Product life cycles are shortening and technology turnover is accelerating.
      • Conflicts are evident between the two functions.
      • There’s duplication of effort between the functions
      • The functions compete for resources or funding
      Tighten the relationship between Sales and Marketing if…
      • No Culture of shared responsibility.
      • Sales and Marketing report separately.
      • Sales cycle is short.
      • Products and services are cut and dried.
      • Traditional marketing and sales roles work
      • No clear and compelling reason to change.
      • Company is small.
      • Good informal relationships.
      • Marketing is still a sales support function.
      Don’t change if… Aligned Defined Un-Defined
    • 35. Integration checklist
      • Split Marketing into upstream and downstream teams.
      • Hire a chief revenue officer.
      • Emphasize shared responsibility for results
      • Emphasize metrics.
      • Tie rewards to results.
      • Enforce divisions’ conformity to systems and processes.
      • Implement systems to track and manage joint activities.
      • Utilise and regularly update shared databases.
      • Establish common metrics for evaluating the overall success of Sales and Marketing
      • Create reward systems to celebrate successful collaboration between Sales and Marketing
      • Meet regularly to review and improve relations.
      • Require Sales and Marketing heads to attend each other’s reviews with the CEO.
      • Involve Sales and Marketing in product planning and in setting sales targets.
      • Involve Sales and Marketing in generating value Propositions
      • Involve Sales and Marketing assessing customer needs.
      • Involve Sales and Marketing signing off on advertising materials.
      • Involve Sales and Marketing analyzing the top opportunities by segment.
      Integrate organisational structures Enable the culture Integrate processes and systems Integrate activities
    • 36. Enough theory – do something practical
      • Recognise and accept there may be a problem
      • Develop an understanding of your sales process
      • Assess current situation
      • Identify sales and marketing needs
      • Develop and agree shared sales and marketing objectives
      • Define and utilise respective strengths
      • Build trust
    • 37. Enough theory – do something practical
      • Build joint sales and marketing plans for growth
      • Link marketing activities to the sales cycle/process
      • Develop better insight through talking to real customers
      • Share and review market analysis, key issues, future developments.
      • Differentiate through innovation
      • Facilitate new/different customer dialogs
      • Improved marketing messages
      • Develop sales force market feedback
    • 38. Summary – Marketing and Sales …
      • Are two parts of the same process that need to be reconnected
      • Need to understand what each can do and how best we can support each other
      • Need to be better integrated with common, shared goals
      • Need to align ourselves better and focus more of our energies on producing joint deliverables that support the selling process
      • Need to take greater responsibility and more active involvement in the business planning process and the whole business development activities
    • 39. Sources
      • CIM North West web-site
      • “ Ending the war between Sales & Marketing”
      • Philip Kotler, Neil Rackham and Suj Krishnaswamy
      • http://www.cim-nw.org.uk/handouts.php
      • Sales Force Magazine
    • 40. Thank you