Sales and Marketing Alignment Tool

432 views

Published on

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/sales-and-marketing-alignment-tool-314

This Sales & Marketing Alignment Tool can be used to identify gaps in alignment between the sales and marketing departments. This prescriptive self-assessment tool assesses the following alignment areas: organizational relationships, metrics & value-measurement, lead generation & pipeline management, culture, systems & technology, messaging & materials. -

Key benefits to using this tool include:
*Assesses relationship between sales & marketing
*Identifies gaps between the 2 departments
*Offers recommendations for relationship improvement
*Easy-to-use, customizable Excel format
*Save yourself time on formatting

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
432
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Sales and Marketing Alignment Tool

  1. 1. Sales & Marketing Alignment Tool Instructions Use our Sales & Marketing Alignment Tool to assess the alignment between your Sales & Marketing functions. This prescriptive self-assessment tool allows you to rate your compliance with best practices across 6 different dimensions. Ranking Scale 1. In the "Weighting" tab, weight the importance for each criteria. Be sure that your total weight equals no more or less than 100%. 1 - Intial Ad/Hoc Process (poor) 2. In the "Self Assessment (Mktg)" & "Self Assessment (Sales)" tabs, rank your organization utilizing the "Ranking Scale" on the right hand side. 2 - Repeatable/Intuitive Process 3. Check the "Alignment Index" tab to identify your current/goal state in each category. 3 - Defined/Defining Process 4. View the "Recommendations (Mktg)" & "Recommendations (Sales)" tabs for actionable advice on how to improve your capabilities. 4 - Managed & Measured Process 5 - Optimized Process (full)
  2. 2. Weighting Scale Organizational Relationships Metrics and ValueMeasurement Lead Generation & Pipeline Management 15% 15% 40%
  3. 3. Sales & Marketing Alignment Tool Culture Systems & Technology Messaging & Materials 10% 15% 5%
  4. 4. ting Alignment Tool Total 100%
  5. 5. Marketing Assessment Organizational Relationships Level of Compliance Description of Best Practices 1 2 Good understanding of Marketing function & role by Sales Management Understanding of Marketing function & role encouraged among all Sales staff 5 Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managers 3 Newsletters, reports, emails are sent out, some formal meetings between groups 4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & MT 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedback 3 Consistent two-way, formal communications around specific activities & programs 4 Consistent blend of formal & informal among sales and marketing management 5 Two-way, formal and informal communications, continuous feedback loop 1 Undefined. Functions have developed independently and are focused on their own tasks 2 Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations 3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations 4 Aligned. Clear but flexible boundaries, common language, joint planning 5 Integrated. Share systems, performance metrics, and rewards together. 1 Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common 2 Relationships are polite but strained, collaboration is rare, groups work in silos 3 Relationships improving, but open sharing and collaboration is sporadic 4 Sales & Marketing Management work together well, staff less likely to collaborate 5 Collaboration, Trust & Credibility Limited understanding of Marketing function & role by Sales Management 3 4 Relationship Definitions Sales Management lack understanding of Marketing best practices 2 Communications Style and Ease of Access Understanding of Sales function/process required by all Marketing staff 1 Organizational Development, Training, & Learning Understanding of Sales function encouraged among all Marketing staff 5 Understanding of Marketing by Sales Good understanding of Sales by Marketing management, but less among staff Notes/Comments Limited understanding of sales function by Marketing management 3 4 Understanding of Sales by Marketing Score Marketing management lacks understanding of sales function, process, and skills Trust is high. All staff in both groups work well together openly, productively. 1 3 4 3 4 3 Metrics & Value-Measurement Level of Compliance Description of Best Practices 1 2 Cost/Lead, Cost/Sale measured, but rarely reviewed 3 Review and act on ROI and cost metrics for all marketing efforts 4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationships 3 Metrics becoming linked and understood by Marketing & Sales 4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignment 3 May benchmark alignment formally, but benchmarks are seldom acted upon 4 Routinely benchmark sales & marketing alignment and act upon insights 5 Alignment benchmarks, initiatives, & progress are required 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecast 3 Sales forecasting is improving and variances are getting smaller 4 Sales figures are often close to the forecast, but not always 5 Financial Performance Marketing campaigns & investments measured rarely, if ever 2 Alignment Improvement Practices Marketing metrics analyzed to inform resource allocation decisions 1 Link between Marketing and Sales Metrics Metrics for each process/campaign are defined and measured 5 Marketing Metrics Maturity Review and act on marketing, cost, and campaign ROI metrics Notes/Comments Marketing metrics and some cost metrics; metrics rarely reviewed 3 4 Campaign ROI Maturity Score Operational Marketing metrics only (email click thru rates etc.) Sales figures are usually close to the forecast 5 2 1 2 1 Lead Generation & Pipeline Management Level of Compliance Description of Best Practices 1 2 Marketing executes demand generation, qualified leads are passed on and sales follows up Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work them 3 Improving lead qualification and pass-along process, but leads are not always worked 4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Pipeline Reporting & Visibility Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on 5 Lead Scoring & Management Marketing demand generation and sales demand generation happen separately 3 4 Demand Generation Score No demand generation campaigns, Sales develops their own leads Sales informally reports pipeline information, but Marketing is not involved 2 1 2 Notes/Comments
  6. 6. Pipeline Reporting & Visibility 3 Sales management shares formal pipeline reports with marketing management 4 5 2 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process Culture Level of Compliance Description of Best Practices 1 2 Very little risk being taken on either side, rewards not tied to joint success 2 One side takes all the risk, rewards are shared 3 Marketing and Sales start sharing risks and rewards 4 Risks and rewards are always shared between Sales & Marketing 5 Managers on both sides share in risks and rewards 1 Finger pointing, blame and battles for power and resources are common 2 Marketing-business relationship isn't managed or is non-existent 3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution 4 Mostly collaborative and cooperative relationship, proactively working together 5 Sales and Marketing share a strong "We rise or fall together culture" 1 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflict 3 Marketing becoming a valued service provider and relationships are strengthening 4 Long-term partnership is emerging as credibility is increased on both sides 5 Relationship/Trust Style Marketing & Sales report to a common executive 1 Marketing-Sales Relationship Marketing & Sales executives are close partners and collaborators 5 Shared Risks and Rewards Marketing & Sales executives are starting to work more collaboratively Notes/Comments Marketing & Sales executives report to the same senior leader, but do not collaborate 3 4 Executive Alignment Score Marketing & Sales report up through siloed executives Marketing and Sales are trusted partners and collaborate closely on all fronts 1 2 2 1 Systems & Technology Level of Compliance Description of Best Practices 1 2 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by sales 3 Sales automation system in place, use required - some data is inconsistent, missing, outdated 4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely used 3 Beginning to link systems to provide a shared view of customer & sales data 4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadically 3 Technology is implemented to automate key marketing processes 4 Process metrics exists and are benchmarked and reviewed often 5 Access to Data & Data Management Real-time messaging, lead scoring & nurturing, closed loop systems 1 System Integration Process metrics exist and are benchmarked and reviewed often 5 Sales Automation Technology is implemented to automate key marketing processes Notes/Comments Processes are becoming defined, technology is used sporadically 3 4 Marketing Automation Score No marketing automation, campaigns are ad hoc, project driven, or by request Sales & Marketing have a single, shared view of customer data and automated or formal processes 2 1 2 1 Messaging & Materials Level of Compliance Description of Best Practices 1 2 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 1 Sales messaging in the field is completely different than the official marketing messages 2 Messaging & Brand Marketing collateral is distributed by marketing, sometimes used 3 4 Marketing Materials & Collateral Sales is aware of the official marketing message, but often chooses different/old messages in the selling process 3 Sales is beginning to integrate marketing and brand messages into their sales discussions 4 Sales often echoes marketing messages, but not always 5 Sales and marketing messages are completely in sync Score Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 1 Notes/Comments
  7. 7. Sales Assessment Organizational Relationships Level of Compliance Description of Best Practices 1 2 Good understanding of Marketing function & role by Sales Management Understanding of Marketing function & role encouraged among all Sales staff Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managers 3 Newsletters, reports, emails are sent out, some formal meetings between groups 4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & Mktg 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedback 3 Consistent two-way, formal communications around specific activities & programs 4 Consistent blend of formal & informal among sales and marketing management 5 Two-way, formal and informal communications, continuous feedback loop 1 Undefined. Functions have developed independently and are focused on their own tasks 2 Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations 3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations 4 Aligned. Clear but flexible boundaries, common language, joint planning 5 Integrated. Share systems, performance metrics, and rewards together. 1 Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common 2 Relationships are polite but strained, collaboration is rare, groups work in silos 3 Relationships improving, but open sharing and collaboration is sporadic 4 Sales & Marketing Management work together well, staff less likely to collaborate 5 Collaboration, Trust & Credibility Limited understanding of Marketing function & role by Sales Management 3 5 Relationship Definitions Sales Management lack understanding of Marketing best practices 4 Communications Style and Ease of Access Understanding of Sales function/process required by all Marketing staff 2 Organizational Development, Training, & Learning Understanding of Sales function encouraged among all Marketing staff 1 Understanding of Marketing by Sales Good understanding of Sales by Marketing management, but less among staff 5 Notes/Comments Limited understanding of sales function by Marketing management 3 4 Understanding of Sales by Marketing Score Marketing management lacks understanding of sales function, process, and skills Trust is high. All staff in both groups work well together openly, productively. 5 5 4 5 2 2 Metrics & Value-Measurement Level of Compliance Description of Best Practices 1 2 Cost/Lead, Cost/Sale measured, but rarely reviewed 3 Review and act on ROI and cost metrics for all marketing efforts Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationships 3 Metrics becoming linked and understood by Marketing & Sales 4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignment 3 May benchmark alignment formally, but benchmarks are seldom acted upon 4 Routinely benchmark sales & marketing alignment and act upon insights 5 Alignment benchmarks, initiatives, & progress are required 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecast 3 Sales forecasting is improving and variances are getting smaller 4 Sales figures are often close to the forecast, but not always 5 Financial Performance Marketing campaigns & investments measured rarely, if ever 4 Alignment Improvement Practices Marketing metrics analyzed to inform resource allocation decisions 2 Link between Marketing and Sales Metrics Metrics for each process/campaign are defined and measured 1 Marketing Metrics Maturity Review and act on marketing, cost, and campaign ROI metrics 5 Notes/Comments Marketing metrics and some cost metrics; metrics rarely reviewed 3 4 Campaign ROI Maturity Score Operational Marketing metrics only (email click thru rates etc.) Sales figures are usually close to the forecast 2 5 2 5 2 Lead Generation & Pipeline Management Level of Compliance Description of Best Practices 1 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on Marketing executes demand generation, qualified leads are passed on and sales follows up Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work them 3 Improving lead qualification and pass-along process, but leads are not always worked 4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Pipeline Reporting & Visibility 3 5 Lead Scoring & Management Marketing demand generation and sales demand generation happen separately 4 Demand Generation Sales informally reports pipeline information, but Marketing is not involved 3 Sales management shares formal pipeline reports with marketing management 4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process Score No demand generation campaigns, Sales develops their own leads 2 2 5 5 Notes/Comments
  8. 8. Culture Level of Compliance Description of Best Practices 1 2 Very little risk being taken on either side, rewards not tied to joint success One side takes all the risk, rewards are shared 3 Marketing and Sales start sharing risks and rewards 4 Risks and rewards are always shared between Sales & Marketing 5 Managers on both sides share in risks and rewards 1 Finger pointing, blame and battles for power and resources are common 2 Marketing-business relationship isn't managed or is non-existent 3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution 4 Mostly collaborative and cooperative relationship, proactively working together 5 Sales and Marketing share a strong "We rise or fall together culture" 1 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflict 3 Marketing becoming a valued service provider and relationships are strengthening 4 Long-term partnership is emerging as credibility is increased on both sides 5 Relationship/Trust Style Marketing & Sales report to a common executive 2 Marketing-Sales Relationship Marketing & Sales executives are close partners and collaborators 1 Shared Risks and Rewards Marketing & Sales executives are starting to work more collaboratively 5 Notes/Comments Marketing & Sales executives report to the same senior leader, but do not collaborate 3 4 Executive Alignment Score Marketing & Sales report up through siloed executives Marketing and Sales are trusted partners and collaborate closely on all fronts 2 5 4 4 Systems & Technology Level of Compliance Description of Best Practices 1 2 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by sales 3 Sales automation system in place, use required - some data is inconsistent, missing, outdated 4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely used 3 Beginning to link systems to provide a shared view of customer & sales data 4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadically 3 Technology is implemented to automate key marketing processes 4 Process metrics exists and are benchmarked and reviewed often 5 Access to Data & Data Management Real-time messaging, lead scoring & nurturing, closed loop systems 1 System Integration Process metrics exist and are benchmarked and reviewed often 5 Sales Automation Technology is implemented to automate key marketing processes Notes/Comments Processes are becoming defined, technology is used sporadically 3 4 Marketing Automation Score No marketing automation, campaigns are ad hoc, project driven, or by request Sales & Marketing have a single, shared view of customer data and automated or formal processes 5 5 4 2 Messaging & Materials Level of Compliance Description of Best Practices 1 2 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 1 Sales messaging in the field is completely different than the official marketing messages 2 Messaging & Brand Marketing collateral is distributed by marketing, sometimes used 3 4 Marketing Materials & Collateral Sales is aware of the official marketing message, but often chooses different/old messages in the selling process 3 Sales is beginning to integrate marketing and brand messages into their sales discussions 4 Sales often echoes marketing messages, but not always 5 Sales and marketing messages are completely in sync Score Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 5 4 Notes/Comments
  9. 9. Sales & Marketing Alignment Tool Sales & Marketing Alignment Criteria Marketing Sales 3.0 3.8 Metrics & Value-Measurement 2.2 3.2 Lead Generation & Pipeline Management 1.7 4.0 Culture 1.5 3.8 Systems & Technology 1.5 4.0 Messaging & Materials 1.5 4.5 Sales & Marketing Alignment Index Organizational Relationships Organizational Relationships 5.0 4.0 3.0 Messaging & Materials Metrics & Value-Measurement 2.0 1.0 0.0 Weighted Sales & Marketing Alignment Score (out of 100) 40.5 5 19.75 Lead Generation & Pipeline Management Systems & Technology 75.9 19.75 Culture
  10. 10. Sales & Marketing Alignment Tool Marketing Results Scores Recommendations Organizational Relationships Understanding of Sales by Marketing 1 Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue Understanding of Marketing by Sales 3 Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Organizational Development, Training, & Learning 4 0 Communications Style and Ease of Access 3 Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports Relationship Definitions 4 0 Collaboration, Trust & Credibility 3 Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Organizational Relationships Maturity Average 3 Metrics & Value-Measurement Campaign ROI Maturity 5 0 Marketing Metrics Maturity 2 Review ROI metrics regularly and adjust resource allocation accordingly Link between Marketing and Sales Metrics 1 Create 2-3 shared metrics, targets and tie targets to shared rewards Alignment Improvement Practices 2 Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement Financial Performance 1 Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast Metrics & Value-Measurement Maturity Average 2 Lead Generation & Pipeline Management Demand Generation 2 Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods Lead Scoring & Management 1 Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow Pipeline Reporting & Visibility 2 Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads Lead Generation & Pipeline Management Maturity Average 2 Culture Executive Alignment 1 Engage senior management in directing collaborative work sessions, projects, and expectations Shared Risks and Rewards 2 Establish shared reward system, and work to collaborate and share risk Marketing-Sales Relationship 2 Create opportunities for pro-active sales & marketing collaboration projects Relationship/Trust Style 1 Culture Maturity Average 2 Systems & Technology Marketing Automation 2 Identify need and resources available to create marketing automation. Research best practices. Sales Automation 1 Identify need and resources available to create sales automation. Research vendors & best practices. System Integration 2 Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here. Access to Data & Data Management 1 Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity. System & Technology Maturity Average 2 Messaging & Materials Marketing Materials & Collateral 2 Messaging & Brand 1 Messaging & Materials Maturity Average Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used. Communicate brand messaging, rationale, and related research to sales regularly and consistently. 2 Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets Review ROI metrics regularly and adjust resource allocation accordingly Create 2-3 shared metrics, targets and tie targets to shared rewards Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads Engage senior management in directing collaborative work sessions, projects, and expectations Establish shared reward system, and work to collaborate and share risk Create opportunities for pro-active sales & marketing collaboration projects Work on relationships and shared rewards/risks to establish trust and dependency between groups Identify need and resources available to create marketing automation. Research best practices. Identify need and resources available to create sales automation. Research vendors & best practices. Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here. Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity. Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used. Communicate brand messaging, rationale, and related research to sales regularly and consistently.
  11. 11. Sales & Marketing Alignment Tool Sales Results Scores Recommendations Organizational Relationships Understanding of Sales by Marketing 5 0 Understanding of Marketing by Sales 5 0 Organizational Development, Training, & Learning 4 0 Communications Style and Ease of Access 5 0 Relationship Definitions 2 Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs Collaboration, Trust & Credibility 2 Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Organizational Relationships Maturity Average 4 Metrics & Value-Measurement Campaign ROI Maturity 2 Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets Marketing Metrics Maturity 5 0 Link between Marketing and Sales Metrics 2 Create 2-3 shared metrics, targets and tie targets to shared rewards Alignment Improvement Practices 5 0 Financial Performance 2 Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast Metrics & Value-Measurement Maturity Average 3 Lead Generation & Pipeline Management Demand Generation 2 Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods Lead Scoring & Management 5 0 Pipeline Reporting & Visibility 5 0 Lead Generation & Pipeline Management Maturity Average 4 Culture Executive Alignment 2 Engage senior management in directing collaborative work sessions, projects, and expectations Shared Risks and Rewards 5 0 Marketing-Sales Relationship 4 0 Relationship/Trust Style 4 0 Culture Maturity Average 4 Systems & Technology Marketing Automation 5 0 Sales Automation 5 0 System Integration 4 0 Access to Data & Data Management 2 Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity. System & Technology Maturity Average 4 Messaging & Materials Marketing Materials & Collateral 5 0 Messaging & Brand 4 0 Messaging & Materials Maturity Average 5 Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets Review ROI metrics regularly and adjust resource allocation accordingly Create 2-3 shared metrics, targets and tie targets to shared rewards Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads Engage senior management in directing collaborative work sessions, projects, and expectations Establish shared reward system, and work to collaborate and share risk Create opportunities for pro-active sales & marketing collaboration projects Work on relationships and shared rewards/risks to establish trust and dependency between groups Identify need and resources available to create marketing automation. Research best practices. Identify need and resources available to create sales automation. Research vendors & best practices. Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here. Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity. Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used. Communicate brand messaging, rationale, and related research to sales regularly and consistently.

×