The document discusses the alignment of sales and marketing strategies in the face of evolving customer behavior and the influence of digital channels. It outlines the challenges each department faces, emphasizing the need for integrated planning, shared metrics, and collaboration. The case study of Ariba illustrates a successful transition from a decentralized approach to a unified strategy that enhances customer satisfaction and drives revenue growth.

1. 20072007Aligning Sales & Marketing:Mission Not ImpossibleCHRISTINE CRANDELL

2. Who Am I?Vice President, AribaGlobal responsibility for marketing, strategy and sales productivity20 year enterprise technology market strategistSAP, Oracle, PriceWaterhousePresident of New Business Strategies70 projects in N. America, Europe and AustraliaMarket strategy, organizational optimization, M&ASlate of brand-names: Oracle, Nortel, Clarify, SatMetrix, Indus

3. Even if you are on the right track,you will get run over if you just sit there.

4. The New WorldThe customer is smarter and she’s your bossCustomer have near total control of the buying process and marketing channelsThe “purchase funnel” is the WebWeb is the primary influencer in the decision making process.There is no secret sauceMarketing is “Try, morph, toss, try again”. The rules are changing as fast as the costs are dropping. Consumerization of B2B marketingIt’s all about entertainment-factor, interactivity and customer communities. Success is defined by rapid adoption; stickiness defined by perceived value.

5. 2007Section 1Case of DifferentMissions

6. Different MissionsSales: Focused on the individualBy closing salesMonth and quarter time horizonEasy to see who and what is successfulIt’s immediate and visibleMarketing:Focused on projectsMultiple metrics and objectivesDiffering time horizons – some short, some long termHard to see who and what is successfulLink between ‘lead and close’ not obvious or immediate

7. Where Missions CollideEconomicsHow budget is divided between Marketing and SalesPrice setting and packagingMarketing’s promotion costs vs. more quality ‘feet on the street’Product roadmaps and releasesSize of budget reflects political cloutROI and how it fits to corporate objectivesCulturalAttract different types of peopleMarketing: analytical, long term orientedSales: relationship masters, short term/deal orientedSpend their time differentlyMarketing: desk jockeys that LOVE meetings Sales: in the field making relationships actionableCompensated differently:Salary vs. commission/perks

8. The Run OverWhere are my leads?You aren’t sending prospects to events.Sales management won’t make time to review marketing plans.How is Marketing spending my money?I need more leads.Why haven’t you followed up on last month’s leads?Why are 60% of deals disengaging?I missed my quota because of Marketing.Lead quality stinks.Why aren’t the AEs using the CRM system?Why are prospect contacts in Outlook?You’re not using sales tools.I didn’t learn anything at sales training.Sales isn’t focusing the right features.Marketing isn’t that hard;I write my own copy.I’m losing deals!My prospect never heard of me; PR doesn’t work.

9. 2007Section 2Path to Alignment

10. Path to AlignmentPhaseDescriptionActionsFocused on own tasks

11. No shared metrics

12. Conflict-based meetings

13. Independent Teams

14. Collaboration is ad-hoc I. UnstructuredIntersection processes

15. Common language

16. Roles defined

17. Stick to own tasks

18. Some collaboration II. StructuredJoint planning / training

19. Cross-border collaboration

20. Flexible but clear boundaries

21. One vocabulary

22. Participate in deals III. AlignedShared structure & metrics