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Sales and Marketing Alignment: Enterprise B2B Case Study
 

Sales and Marketing Alignment: Enterprise B2B Case Study

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A few slides about lessons learned presented for DFJ Esprit Portfolio companies meeting on alignment of sales and marketing.

A few slides about lessons learned presented for DFJ Esprit Portfolio companies meeting on alignment of sales and marketing.

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  • Very useful presentation Alex, thank you! One more question for you: if you have experience using contracted sales teams to augment your own efforts, what are some tips for making it work most successfully? Are there any you could recommend for start-ups?
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    Sales and Marketing Alignment: Enterprise B2B Case Study Sales and Marketing Alignment: Enterprise B2B Case Study Presentation Transcript

    • Inbound Marketing & B2B Sales Alignment:3 operational lessons in 10 minutes @ DFJ Esprit Portfolio Meeting Alex Shevelenko ALEX@GLOCALPARTNERS.COM for Knowledge Change Your Growth
    • Alex Shevelenko: professional background for Knowledge Change Your Growth Change the way start-ups grow globally Change the way professionals learn Change the way 15 million employees and 5000 companies work Change the way we sell / work with IT Change lives. Change organizations. Change the world Change business models with ‘outside- Communications Media in’ growth and marketing strategies Technology Change knowledge worker productivity Knowledge to Action
    • ‘Obvious’ go2market lessons learned for B2B enterprise start-up in new category1 Know your strategy2Optimizemarketing forstrategy3 Alignincentives and measure
    • ‘Obvious’ go2market lessons learned for B2B enterprise start-up in new category1 • Inbound is just one of many channels Know • Not all customers are created equal: who is your target? your strategy • Design to profitably find, sell and serve target customers2Optimizemarketing forstrategy3 Alignincentives and measure
    • 1 Know For complex B2B sales org targeting yourstrategy senior execs at large enterprise – inbound not a priority Sales Levers 1. Rep Prospecting 1. Field Sales 2. Outbound lead 2. Installed Sales gen team 3. Inside Sales 3. Micro-events Later Now 1 Lead qual. team 2. Outbound 1. Joint Deals activities 2. Influencers 3. Inbound 3. Resellers demand gen Non-Sales Levers
    • 1 Know B your Business Model  Sales Process  Marketing Tactics strategySeasoned field sales culture BusinessSimilar effort regardless of deal size Execution Complex, longFocused reps = high productivity sales cycle Talent & Performance ManagementAccount coverage Goal and Weak New PerformanceQualify hard traditional products ManagementGet in early, often buyer & category Performance ReviewsLargest SaaS sales by users Tactical HR deals not ideal.Touching everyone SaaS only Marketing must help gain business sponsors or helpAdoption key to success align HR with business buyers
    • ‘Obvious’ go2market lessons learned for B2B enterprise start-up in new category1 • Inbound is just one of many channels Know • Not all customers are created equal: who is your target? your strategy • Design to profitably find, sell and serve target customers • Not all leads are created equal: referral vs. unknown2 • Leads ‘can’ waste resources and loose you businessOptimize – Not well qualified  high total customer acquisition costmarketing – Not right buyer  wrong entry point for – Not target account  low lifetime value / high cost of servicestrategy – Not on message  HR lingo to CEO gets you back to HR • Targeted inbound nurturing helps in long sales cycles3 Align • Marketers can operate in own silos and rarely ‘get’ salesincentives • Sales don’t care about marketing until it’s too late and measure • Data dump: Garbage In  Garbage Out  Bad Decisions
    • Questionsabout how to optimally design sales and marketing for your business? Alex Shevelenko ALEX@GLOCALPARTNERS.COM for Knowledge Change Your Growth