Marketing and sales teams are often ”given” their annual goals and then must figure out how to operationalize them
Pursuing separate tracks throughout the planning process fails to leverage key learnings from each team
Failure to align during the planning process results in disconnects during execution, such as demand creation and pipeline acceleration
Note to Craig
Delete PONAP and make the language consistent with framework
Duplicate this slide for the next section
Market and customer dynamics dictate thesales structure, which includes the organizational hierarchy and reporting relationships. In addition to clear command-and-control mandates, the sales structure and its naming conventions feed reporting, lead routing, territory mapping, authorization schedules and compensation systems. The sales hierarchy should align tightly with nancials, so work closely with nance when building it. Set up structural levels and naming conventions by theater (e.g. EMEA), area (e.g. the Benelux countries), region (e.g. Belgium) and territory (e.g. individual provinces. If an organization requires an additional level, a sub-region level can be placed between the region and territory level, but using more than ve levels generally makes the structure overly complex. Theater leaders report directly to the chief sales o cer (CSO), as do a channel leader (if applicable), then sales operations and sales enablement. In some situations, a sales engineering leader reports directly to the CSO. Consider constraints related to nancial and reporting systems, but avoid letting them dictate the structure for the organization.
Note to Craig
Delete PONAP and make the language consistent with framework
Duplicate this slide for the next section