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Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
Sales & Marketing Integration
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Sales & Marketing Integration

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Learn how marketing and sales can integrate with optimal efficiency for different types of organizations

Learn how marketing and sales can integrate with optimal efficiency for different types of organizations

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  • 1. Sales & Marketing Integration How to formulate the optimum organization
  • 2. Why Integrate Marketing & Sales?
    • Together, these two functions are almost ultimately responsible for the company’s top line revenue.
    • These two functions define the company’s relationship with it’s customers
    • Lack of understanding and respect frequently cause these two functions to be at odds resulting in loss of productivity and market confusion/dissatisfaction
    • Working together, sales and marketing can maximize the customer’s lifetime value for the company
  • 3. Four Goals of a Successful Sales Force Source: High Impact Sales Force – Harvard Business School May 22, 1998 Effective Sales Organization Sell new customers or group of customers Increase Customer Satisfaction & Retention Create Value & Differentiation from the Competition Short term oriented Responsible for sales volumes Execution oriented Increase Account Penetration & Profitability
  • 4. Eight Goals of Marketing Understand the Market & Competition Effective Marketing Organization Segment the Market Integrate Learnings Communicate with the Market Build the Company’s Strategy Generate Leads Track Effectiveness Design Products to Support the Strategy Long & Short term oriented Responsible for Profit Planning Planning oriented Tactical Marketing Strategic Marketing Product Marketing
  • 5. How to Integrate Marketing & Sales Sales & Marketing Integration 1. 3. 4. 2. Sell your product/service to a new customers or group of customers
    • Design products/services to support the strategy
    • Educate the Market
    • Generate leads
    • Track effectiveness
    Create Value & Differentiation from the Competition
    • Understand the Market & Competition
    • Segment the market
    • Build the Company’s strategy
    Increase Account Penetration & Profitability
    • Design products/services to support the strategy
    • Educate the Market
    • Generate leads
    • Track effectiveness
    Increase Customer Satisfaction & Retention
    • Track effectiveness
    • Integrate learnings
  • 6. Customize Your Marketing & Sales Organization
    • Any form of marketing and sales integration can be appropriate given the factors effecting your business
    • The task is to figure out what is the right goals for your marketing and sales organization
    Create Solutions Define the Market & Create Demand Take Orders Sales Support Role of Marketing Role of Sales 2. 1. 3. 4. 1. 2. 2. 2. 3.
  • 7. Factors Affecting Sales & Marketing
    • Size of the Market
    • Life stage of the Offering
    • Strength of the Brand
    • Cost of Offering
    • Competitive Landscape
    • Inherent Demand for the Offering
    • Product Complexity
    • Lifespan of the Offering
    • Type and number of Distribution Channels
    • Importance of Post-Sales Support
    • Margin
    Small Large Monopoly Crowded Bought Sold Low High Low High Unknown Premier Small Expense Capital Expenditure New Commodity Consumable Durable One Multiple Low High
  • 8. Integration to Maximize Your Return on Marketing & Sales Create Solutions Define the Market & Create Demand Take Orders Sales Support Role of Marketing Role of Sales McDonalds iPod Old IBM New Pitney Bowes Old Pitney Bowes Old EMC Insurance Co’s New EMC
  • 9. What Causes a Shift in the Roles?
    • From large unsegmented markets to top tier industry verticals
    • From commodity product (postage meters) to new product (end-to-end mail solution)
    • From well known brand for postage meters to unknown brand for mail solutions
    • From monopoly-like position in postage meters to crowded and undifferentiated market
    • From easily bought and understood product to a complex service that needs to be sold
    • From individual face-to-face sales specialist to team of sales specialists
    • From little need for post-sales support (maintenance only) to continuous post-sales specialist support
    • From limited number of high end products to multiple products at different price points
    • From premier well-received brand to a brand thought to be overvalued (too big for their breeches)
    • From monopoly-like position to crowded marketplace
    • From a product bought as the industry leader to needing to be sold as a result of reduced IT budgets and over-saturated market
    • From high margin to low margin
    • From captive high end sales force to multiple distribution points (through distributors)
    Pitney Bowes EMC
  • 10. Four Potential Sales Organizations
    • Internal and External Sales
    • Generalists
    • Teams of Specialists
    • Market segmentation
      • Industry
      • Size of client
  • 11. Three Potential Marketing Organizations
    • Product Focused
    • Market Focused
    • Functionally Focused
    Source: Aspects of Marketing Organization: An Introduction – Harvard Business School October 1989

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