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Alignment – the key to high growth
The document discusses the importance of alignment in driving business growth and profitability, highlighting key elements such as interlocking processes and measurement systems. It outlines four phases of alignment and suggests that efficient companies achieve faster revenue growth and higher profitability. Additionally, it emphasizes the need for organizations to maintain alignment with a focus on the buyer's journey and the integration of marketing and sales efforts.
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Alignment – the key to high growth
- 1. Alignment – TheKey to High Growth John Neeson Co-CEO/Founder
- 2. Measuring Alignment Alignment • InterlockProcesses • Measurement System • Service Level Agreements • Pipeline Impact Marketing Sales Product • Industry Growth • Market Conditions Market • Relative Pricing • Product Positioning • Technology Innovation Competiveness • Profitability • Sales and Marketing Spend • Financial Performance Efficiency
- 3. Alignment Quotient SiriusPerspetive: Measuringthe impact of alignment starts with evaluating the development of five key elements. H L Interlocking Processes H L Measurement System H L SLA’s H L Waterfall Performance H L Pipeline Impact + + + +
- 4. Finding: High Impactis Controllable 48% - 79% Market Growth 12% - 34% Competitiveness + Efficiency 10% - 36%Alignment Why Do Companies Grow? To grow faster than your peers requires alignment
- 5. Finding: Alignment isThe Difference • Most struggle to stay here • Efficient companies grow faster and create more profit • Staying aligned is not a destination • A strong foundation is required to move from here %RevGrowth Alignment Misaligned Just Beginning, Scaling or Stalled Aligned: Growth 19% Faster Revenue Growth Aligned: Profit 15% More Profit Competitive Solution / Market Driven Alignment = 19% Faster Revenue Growth 15% Higher Profitability
- 6. Finding: Four Phasesof Alignment Alignment %RevGrowth Phase III: Comprehensive As alignment is applied further, dynamic market conditions challenge results Phase II: Scale Repeatable processes, technology and organizational interlock Phase I: Foundation Alignment of strategy, processes, goals and measurement Phase IV: Efficient Maintaining growth with alignment while driving efficiency Revenue Profit Inconsistent Alignment
- 7. World Class Alignment Whatare the attributes of a world class marketing and sales alignment?
- 8. What Makes AnOrganization World Class? • Performance • Comprehensive Demand Generation • Aligned Sales Productivity • Measurement • Go – to – Market Approach • Alignment (Sales and Product) • Campaign Framework – Integrated Marketing • Messaging Architecture • Organization • Sales Operating model • Product Management Alignment • Skills and Competencies
- 9. Productivity Quotient SiriusPerspective: Sales leadersdesire data-driven analysis constructed through peer-set comparisons to support decisions on change initiatives.
- 10. Marketing Mix SiriusPerspective: Bestpractice organisations align their programs around the buyers journey in a structured campaign framework. © 2014 SiriusDecisions. All Rights Reserved 10
- 11. SiriusPerspective: The DemandUnit Waterfall tracks the progression of demand units from potential, identified in the target market, through to closed/won deals. . Demand Unit Waterfall: Value Closed SQLPipeline SGLTQLTGLQualified Demand AQLPrioritized Demand Target Demand INQsEngaged Demand Active Demand We Target We Suspect We Connect We Evaluate We Know We Expect We Win!
- 12. Market Market: Multiple company entitiescluster around a common market segment attribute such as industry, geography or enterprise size Account Account: The buying entity – where the contractual relationship exists There are five primary levels called audience echelons that must be sized, defined and prioritized to articulate a buyer audience. What Is the B-to-B Audience? Buying Center Buying Center: A function or department that the buyer persona is associated withBuying Group Buying Group: A collection of personas involved in the process to buy an offering B-to-B Buyer Audience Echelons Persona Persona: An individual characterized by job role
- 13. Demand Creation Framework SupportingDemand Creating Demand Strategic Foundation • Demand Type • Relative Targeting • Lead Taxonomy • Buyer Personas/Buying Cycle • Content Strategy Infrastructure Assessment • Marketing Automation • Web Sites • Analytics • Sales Force Automation • Data Services Organizational Structure • Field Marketing • Demand Center • Global Programs • Teleservices • Digital Marketing Process Definition • Demand Waterfall • Lead Scoring and Nurturing • Service-Level Agreements • Campaign Planning • Budgeting Sales Driven • Account-Based Marketing • Small-Net Fishing • Event Triggered Inbound • Inbound Tactics • Content Driven • Web Site Conversion Optimization • Behavior Triggered Outbound • Integrated Programs • Nurture Flows • Sales Enablement • Pipeline Acceleration
- 14. How Good AreYou? Demand Management Process Prospect Insights Lead Management Processes Waterfall Performance Management Automatic integration of prospect insights Automated and adaptive lead and SLA management Embedded predictive processes Aggregation of internal and external prospect insights Active enforcement of SLAs and lead definitions Application of predictive analytics Prospect attribute and behaviour enrichment Formal SLAs and lead definitions Diagnostic performance- based management Readily available prospect information Informal SLAs and lead definitions Historical descriptive reporting No insights Does not exist Ad hoc Programme Design, Planning and Execution Programme Management Discipline Programme Execution and Offers Programme Performance Management Programme agility (acuity, nimbleness) Adaptive to persona and buyer’s journey Programme diagnostics Demand modelling and reconciliation Multi-channel, multi-tactic integrated programmes Programme analysis and optimisation Demand creation programme plans Targeted and objectives- based programmes Programme performance measurement Tactical plans Batch and blast Tactic performance measurement Ad hoc Ad hoc No measures Demand Programme Delivery Mechanisms Delivery Mechanism Management Digital Capabilities Adaptive optimisation of delivery mechanisms Embedded digital Delivery mechanisms integrated and aligned Programmatic integration of digital and non-digital Individual mechanisms aligned to programmes Integration between digital tactics Delivery mechanisms managed independently Individual digital tactic execution Does not exist Web site only Functional Design and Development Demand Technology Landscape Organisation Design Personalised via adaptive technology Consultative centre of excellence Holistic via augmented technology Cohesive unit of shared services Coordinated via integrated technology Interdependent team Siloed via point solutions Independently operating roles No martech No staff I A B A = Advanced I = Intermediate B = Beginner
- 15. What Makes AnOrganization World Class? • Performance • Comprehensive Demand Generation • Aligned Sales Productivity • Measurement • Go – to – Market Approach • Alignment (Marketing, Sales and Product) • Campaign Framework – Integrated Marketing • Messaging Architecture • Organization • Sales Operating model • Product Management Alignment • Skills and Competencies
- 16. SiriusPerspective: © 2015 SiriusDecisions.All Rights Reserved 16 Impact of Integrated Marketing Integrated campaigns provide significant business benefits, including enhanced buyer relevance, stronger alignment and greater execution efficiency. +20% Marketing Inquiries 2.5X Conversion Rates (Inquiry to SQL) +22% YoY Marketing Sourced Pipeline
- 17. Campaign Nomenclature Structured Tactics: •Cross-sell/Upsell • Net New • Competitive Situation • Inside Sales • Outside Sales • Channel Sales Content • Collateral • Marcom Element • Tactic Component Campaign Program Play Playbook Asset Theme-Based • Strategic • Company • Industry • Product Program-Based • Sub-campaigns • Awareness • Demand • Enablement Tactic • Event • Offering • Campaign Element Tactic Framework • Tactic Sequence • Buying Cycle • Sales Enablement Theme: • Needs-based, mapped to goals Programs: • Industry/Solution • Awareness • Demand Generation •Sales Enablement Tactics: • Webinars • Live Events • Trade Shows • Newsletters • White Papers ProcessDescriptionExample
- 18. SiriusPerspective: In orderfor mankind to be saved, the days of the “white paper campaign” must cease to exist. The Rollup of Programs and Tactics Building awareness, interest and urgency around a theme Sourcing and nurturing demand based on the theme Help with progression of opportunities sourced by the theme • Press release • Blog • Infographic • White paper • PPT • Video • Battlecard • Playbook • ROI tool CONTENT Building knowledge about external targets and internal audiences Market Intelligence Reputation Demand Creation Sales Enablement THE PROGRAMS © 2014 SiriusDecisions. All Rights Reserved 6 • Focus group • SWOT analysis • Internal survey • Briefing • Blog publication • Social posting • Email • Webcast • Event • Training • Engagement TACTICS
- 19. What Makes AnOrganization World Class? • Performance • Comprehensive Demand Generation • Aligned Sales Productivity • Process • Go – to – Market Approach • Alignment (Sales and Product) • Campaign Framework – Integrated Marketing • Messaging Architecture • Organization • Sales Operating model • Product Management Alignment • Skills and Competencies
- 20. The SiriusDecisions SalesOperating Model v Develop a sales strategy that is tightly linked to corporate goals and go- to-market strategy Develop the optimal organizational structure and make the investments needed to reach goals Develop a talent management process to attract, onboard and retain top sales talent Assess productivity around key measures and identify opportunities to drive improvement Build sales processes to drive opportunities to close and to grow and retain existing customers Generate demand through sales team and by partnering with marketing
- 21.
- 22. Summary • Alignment drivestop line revenue and profitability. • Focus on key interlocking processes will unlock the hidden potential in alignment. • A simple framework or model can often galvanize and focus an organization. Start with the buyers journey. • Measurement on progress and impact are critical. • Leadership and alignment are a powerful combination.