How to Join the Dots between Sales and Marketing
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From suspects to prospects – how to join the dots between Sales and Marketing Join Gill Hutchinson of Aardvark Marketing Consultants as she shares some anecdotes and top practical tips to make your sales and marketing efforts work in perfect harmony.
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How to Join the Dots between Sales and Marketing
- 1. More customers…sales…profit © Aardvark Marketing Consultants Ltd July 2015 From suspects to prospects – how to join the dots between Sales and Marketing Join Gill Hutchinson of Aardvark Marketing Consultants as she shares some anecdotes and top practical tips to make your sales and marketing efforts work in perfect harmony. There is a link at the end of this deck to the associated blog and webinar recording.
- 2. More customers…sales…profit © Aardvark Marketing Consultants Ltd July 2015 From Suspects to Prospects – how to join the dots between Sales and Marketing with Gill Hutchinson Aardvark Marketing Consultants Ltd
- 3. More customers…sales…profit Some definitions • Marketing (n) – A structured programme of activities that delivers a predictable flow of quantified warm prospects into the sales pipeline with a measurable return on investment • Suspect (n) – A person or organisation that fits our rough template for customers, displaying the characteristics of a potential customer • Prospect (n) – Person suffering the pain (or symptoms of pain) that we can deal with and ready to buy Selling (n) - A systematic process of repetitive and measurable milestones, by which a salesman relates his or her offering of a product or service in return enabling the buyer to achieve their goal in an economic way.
- 4. More customers…sales…profit What does typical marketing look like? • Loose assortment of activities • Repeating previous year • Copying competitors • Little or no measurement • Spend increasing faster than return • Hoping for leads and enquiries Disjointed image
- 5. More customers…sales…profit What should marketing be doing? • Creating profitable demand – Sales is about converting demand • Good marketing feeds the sales pipeline – Good selling converts prospects into customers
- 6. More customers…sales…profit Sales Generation – constantly feeds the sales pipeline Running all the time to: 1. Quantify and find suspects • Enough to deliver the required sales growth 2. Efficiently and continuous conversion to prospects 3. Help retain and develop existing customers 4. Track and refine performance 5. Replenish the suspect ‘pool’
- 7. More customers…sales…profit The Sales Generator process Suspects Current Clients Lapsed Clients Qualified Prospects Disqualified Refine Qualification Criteria Suspects Qualification 12 Touch Marketing Plan Tracking & Reporting Leads Referrals Suspect Pool Sales Pipeline
- 8. More customers…sales…profit What does typical selling look like? • Buyer is in full control • Every negotiation is different • Free or unpaid consulting • Little qualification or disqualification of prospects • Salesman worries about what may happen next • Salesman cannot delegate to a manger/colleague • Little or no measurement
- 9. More customers…sales…profit What should sales be doing? • Converting prospects in the pipeline to customers • Onboarding new customers and account management – Generating more leads and suspects for marketing
- 10. More customers…sales…profit Structured Sales process
- 11. More customers…sales…profit Joining the dots - from suspects to customers Suspect Prospect Customer Objective Build Trust Sell Advise Relationship Dating Engagement Marriage Time period 18 months 45 days Lifetime Actions Consistent & clear Proposal Customer service Behaviour Persistent Urgent Reliable Responsibility Marketing Sales Sales & Marketing
- 12. More customers…sales…profit Measurement and learning Marketing process Qualified prospects Sales process Customers FEEDBACK
- 13. More customers…sales…profit Thanks for listening! Any questions? © Aardvark Marketing Consultants Ltd July 2015
- 14. More customers…sales…profit © Aardvark Marketing Consultants Ltd July 2015 BizSmart aims to help business owners of small and medium sized businesses to create value and scale their businesses through sound practical business support by providing insight, Clarity combined with a real determination to help you succeed. You can access webinars and presentations like this and more besides through our SmartRoom service here You can read the associated blog and listen to a live recording of this presentation by clicking here You can read Gill’s profile Gill Hutchinson of Aardvark Marketing Consultants
- 15. More customers…sales…profit •Need a sounding board for your ideas? •Need to know what to prioritise? •Want someone to challenge your assumptions?
- 16. More customers…sales…profit BizSmart – Where Smart people go to surround themselves with other Smart people, to gain business success.www.biz-smart.co.uk
Editor's Notes
- In large organisations, often these are separated – different staff, different offices, different management structures. Often a cultural clash between departments – each can ‘blame’ the other for anything that goes amiss. Often seen as internal competitors – competing for the same pot of commercial money to support their activity (advertising, promotions, meeting demands of end users/customers and trade demands from commercial buyers) Typical SME’s – the same people are responsible for delivering both functions – leads to confusion and systems and processes may become blurred.
- Starter for 10 – what are we trying to achieve? Separate, and distinct processes with different objectives and behaviours in each.
- Common marketing mistakes: No marketing plan, lack of structure, ‘woolly’ aims and objectives
- Magnetic – need to attract the right potential customers. Suspects – companies or individuals with characteristics that we believe could make them a good customer for our business e.g. size, geography, sector Building a relationship of trust.
- Suspects pool Current customers – can we sell more products and services ( cross-selling or up-selling)? Lapsed customers – perhaps those that have ‘drifted away’ from us but we may have something new or different to offer them. Qualification leads to a smaller suspect pool. Plan to active to them in a proactive way, gathering data about how they respond – imporves process. Sales – a distinct and separate process once a prospect is ready (their time, not our time)
- Common selling mistakes in an SME (and larger) Not having a system, places the buyer in control – when conversations and meetings happen, what is discussed, going fishing for free information, sometimes consult just to beat up their current supplier on price with no intention to buy. Often seen as an unequal relationship with the buyer as some sort of God and the seller as a lowly minion. Conceptual and technical issues with the team – often salespeople need training and support – they deal with a lot of ‘no’s! If no marketing support – sales generation – then tend to have a very large ‘pipeline’ full of leads that are going nowhere. (up to 90% according to Sandler experience). This is because they have no qualification criteria – anything and everything that moves is a great prospect!
- Slide very detailed – overall structure is important. Process varies form company to company, this is a typical process. – initial call, meeting or meetings (technical), present a proposal, win or lose the sale. Note – start with confirmation of the criteria for a good prospect – disqualify early if not ‘on profile’ – saves time, resources and money – salespeople time is often the most expensive resource for a company. Note – clear goals are set at each stage – yes to next stage, a no if unsuitable or sometimes fed back to marketing is it’s not the right time. Objective of a good sales process is to avoid the stalls – hide, free consulting or ‘think it overs’. A good process is relatively fast – up to 6 weeks. Possible if marketing process is generating the right prospects.
- Objective - what do we need to achieve? What’s characterises our relationship? How long does this phase last? How do we act? What is our behaviour style Flow of information needs to be seamless between the 2 teams. Processes – should be invisible to a prospect moving through the system.
- Requires: Defined processes Measurement in place and regular reviews of KPI’s and other information from the teams Helps to have integrated IT software– marketing automation systems and CRM data, lead tracking in place. Requires people to co-operate!
- Click to last slide