Bridging The Gap Between Sales And Marketing

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  • 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