While many B2B organizations continue to struggle with aligning their marketing and sales teams, they can take practical steps to unify both teams and simplify their approach. In this webinar, Carlos Hidalgo, CEO of Digital Exhaust and B2B expert, will show you how to solve your company's alignment troubles to meet organizational growth objectives!

5. Raise your hand if
this looks familiar.

6. 16%
The average B2B alignment
between marketing and sales

7. Excellent
We are fully
aligned and work
in a coordinated
fashion with
documented
process.
Good
We are aligned
on most of the
important things.
Fair
We have some
work to do.
Umm…
Alignment?
P O L L Q U E S T I O N
I Would Rate Our Marketing and
Sales Alignment as:

8. Excellent
We are fully
aligned and work
in a coordinated
fashion with
documented
process.
Good
We are aligned
on most of the
important things.
Fair
We have some
work to do.
Umm…
Alignment?
I
M
P
R
O
V
E
M
E
N
T
P O L L Q U E S T I O N
I Would Rate Our Marketing and
Sales Alignment as:

9. Why is sales and marketing
alignment so difficult?
O P E R A T I O N A L C O M P L E X I T Y
Lack of Shared Metrics Sales-led Culture Misaligned Priorities Inadequate Technology
Leadership Gaps
Lack of Expertise
Inadequate Investment
Compromised Data
Customer Complexity

10. Sales and Marketing alignment
requires more attention because it
leads to Growth.
A L I G N M E N T P A Y S
Companies with strong
sales and marketing
alignment achieve a 20%
annual growth rate.
Companies with poor sales
and marketing alignment
have a 4% revenue decline.
The alignment of sales and
marketing teams can lead to
38% higher sales win rates.
87% of sales and marketing
leaders say collaboration
between sales and
marketing enables critical
business growth.
Sources: Aberdeen Group;MarketingProfs;LinkedIn Business Solutions

11. Making Alignment Simple
& Achievable

12. The three critical elements making up
proper Sales & Marketing alignment…
A shared view of your
customer & the journey
1
An aligned process and
enabling data/tech stack
2
A common set of shared
success metrics
3
K E Y S T O S U C C E S S

13. Your Customers

14. D O N ‘ T F O R G E T
What to remember about your
customers.
1. Only a small percentage are in
active buying mode.
Only 3-5% of B2B buyers are in-market for a
solution.
Up to 70% of the purchase journey is self
guided.
2. They control their journey.
56% go with no decision.
3. Status quo is the competition.
7-9 stakeholders for a B2B decision.
4. Increased number of
stakeholders.
They are not leads or accounts they are
people.
5. They are human.

15. 15
Digital Exhaust
Alignment Begins With A Shared Understanding of Your Customer
CFO,
Laura
We hold the budget for parking and storage. They
assess the costs associated with leasing or
owning parking and storage facilities, as well as
maintenance costs.
Titles:
Finance Manager/Director, VP of Finance, CFO
Education:
Bachelor degree in Finance specialized MBA in Supply Chain
Management
Age:
28 - 35
Experience:
10 years
Personality:
Bias for Action Bias for Research
Independent Evaluator Consensus Builder
Risk Averse Risk Taker
Key Responsibilities:
Fleet Oversight
Responsible for managing a fleet of trucks
and trailers. Daily activities include
monitoring the fleet's performance,
scheduling maintenance, and ensuring
compliance with safety regulations.
Route Optimization
Works closely with dispatchers and uses
route optimization software to plan the most
efficient routes, reducing fuel consumption
and delivery times.
Cost Management
Constantly seeks ways to cut operational
costs, from negotiating with suppliers to
optimizing fuel efficiency.
Technology Adoption
Staying updated on the latest fleet
management software and telematics
solutions is part of the job. May be involved in
adopting new technologies that can improve
fleet efficiency.
Major Challenges:
Rising Fuel Cost
Managing fuel expenses is a constant
challenge, especially in times of volatile fuel
prices.
Maintenance Downtime
Balancing vehicle maintenance schedules
without disrupting operations can be tricky.
Driver Shortage
Finding and retaining skilled truck drivers is
an ongoing concern for the industry.
Environmental Regulations
Keeping up with increasingly stringent
environmental regulations poses a
compliance challenge.
Safety
Ensuring the safety of both drivers and cargo
is always a top priority.
Content Preferences:
Industry News
Laura regularly reads industry publications, such as Transport Topics, Fleet
Owner, and Heavy Duty Trucking, to stay updated on industry trends.
Webinars & Podcasts
She values webinars and podcasts on fleet management, logistics, and
technology solutions.
Case Studies
Real-world success stories about how other companies optimized their fleets
or solved common industry challenges are of particular interest to her
Social Media
She follows relevant LinkedIn groups and Twitter accounts to engage in
discussions with peers and experts.
1 2 3
Plays a crucial role in purchasing parking
and storage solutions for her fleet. They are
involved in selecting secure and
cost-effective facilities for the trucks and
trailers when they are not in use.
Key factors in the decision include security,
accessibility, proximity to major routes, and
cost.
May also explore technology solutions such
as GPS tracking and security systems to
enhance security and operational efficiency
at parking and storage
facilities.Recommendations and proposals
that address these concerns are likely to
catch their attention.
Role in Purchasing Parking & Storage:

16. 16
Digital Exhaust
And Understanding Their Journey
PROSPECTIVE BUYER CUSTOMER CUSTOMER ADVOCATE
Onboard Activate
STATUS QUO RESOLVE PAIN POINTS OPTIMIZE SOLUTION
Implement Expand
Value Creation Value Expansion
Buyer/Customer Interface
Customer Journey
Business Journey

17. Buyer Engagement
Equals Value Creation

18. 18
Digital Exhaust
New Customer Acquisition
BUYER
CUSTOMER CUSTOMER ADVOCATE
Onboard Activate
STATUS QUO RESOLVE PAIN POINTS OPTIMIZE SOLUTION
Implement Expand
Buyer Interface
Customer Journey
Business Journey

19. 19
Digital Exhaust
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
Active-buying Mode Triggers

20. 20
Digital Exhaust
Status Quo to Decision
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
STATUS
QUO
40% to 60% of
deals are lost
to No Decision.
DECISION
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS

21. 21
Digital Exhaust
Status Quo to Decision
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
STATUS
QUO
PAIN
POINTS
Quantifying the cost
of doing nothing
and the benefit of
doing something is
the best catalyst for
change.
DECISION
40% to 60% of
deals are lost
to No Decision.
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS

22. 22
Digital Exhaust
Status Quo to Decision
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
STATUS
QUO
PAIN
POINTS
ALTERNATIVES
An unbiased definition
of alternative solutions
promotes a move
toward change.
DECISION
Quantifying the cost
of doing nothing
and the benefit of
doing something is
the best catalyst for
change.
40% to 60% of
deals are lost
to No Decision.
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS

23. 23
Digital Exhaust
Status Quo to Decision
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
STATUS
QUO
PAIN
POINTS
ALTERNATIVES PROMOTION
Driving brand
solutions from the
perspective of pain
resolution.
DECISION
An unbiased definition
of alternative solutions
promotes a move
toward change.
Quantifying the cost
of doing nothing
and the benefit of
doing something is
the best catalyst for
change.
40% to 60% of
deals are lost
to No Decision.
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS

24. 24
Digital Exhaust
Status Quo to Decision
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
STATUS
QUO
PAIN
POINTS
ALTERNATIVES PROMOTION VALIDATION
Introducing
3rd-party validation
satisfies a move to
consideration.
DECISION
Driving brand
solutions from the
perspective of pain
resolution.
An unbiased definition
of alternative solutions
promotes a move
toward change.
Quantifying the cost
of doing nothing
and the benefit of
doing something is
the best catalyst for
change.
40% to 60% of
deals are lost
to No Decision.
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS

25. 25
Digital Exhaust
Status Quo to Decision
Market
Trends Strategic Initiatives Strategic Buying
Trigger
Competitive
Pressure
Legacy Inefficiencies
Operational
Demands Operational Buying
Trigger
Technical Threats
STATUS
QUO
PAIN
POINTS
ALTERNATIVES PROMOTION VALIDATION
Introducing
3rd-party validation
satisfies a move to
consideration.
DECISION
Driving brand
solutions from the
perspective of pain
resolution.
An unbiased definition
of alternative solutions
promotes a move
toward change.
Quantifying the cost
of doing nothing
and the benefit of
doing something is
the best catalyst for
change.
Delivering the last
bits of information
to support a final
decision by the
buyer.
40% to 60% of
deals are lost
to No Decision.
STRATEGIC JOURNEYS
OPERATIONAL JOURNEYS

26. 26
Digital Exhaust
BECOME AWARE OF AN ISSUE EMBRACE THE NEED TO CHANGE EXPLORE THE ALTERNATIVES COMMIT TO A CHANGE JUSTIFY AN ALTERNATIVE COMMIT TO A SOLUTION
AWARENESS CONSIDERATION DECISION
Alignment of Process & Technology
STATUS QUO PAIN POINTS ALTERNATIVES PROMOTION VALIDATION DECISION
MARKETING QUALIFIED (MARKETING LED) SALES QUALIFIED (BIZ DEV LED) OPPORTUNITY MANAGEMENT (SALES LED)
MARTECH STACK + DATA + ML/AI SALES AUTOMATION + CRM
DIGITAL TOUCH HYBRID TOUCH HUMAN TOUCH
ENGAGEMENT 1
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ENGAGEMENT 18
ENGAGEMENT 19
ENGAGEMENT 20

27. 27
Digital Exhaust
BECOME AWARE OF AN ISSUE EMBRACE THE NEED TO CHANGE EXPLORE THE ALTERNATIVES COMMIT TO A CHANGE JUSTIFY AN ALTERNATIVE COMMIT TO A SOLUTION
AWARENESS CONSIDERATION DECISION
Alignment of Process & Technology
STATUS QUO PAIN POINTS ALTERNATIVES PROMOTION VALIDATION DECISION
MARKETING QUALIFIED (MARKETING LED) SALES QUALIFIED (BIZ DEV LED) OPPORTUNITY MANAGEMENT (SALES LED)
MARTECH STACK + DATA + ML/AI SALES AUTOMATION + CRM
DIGITAL TOUCH HYBRID TOUCH HUMAN TOUCH
ENGAGEMENT 1
ENGAGEMENT 2
ENGAGEMENT 3
ENGAGEMENT 4
ENGAGEMENT 5
ENGAGEMENT 6
ENGAGEMENT 7
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ENGAGEMENT 19
ENGAGEMENT 20

28. Customer Engagement
Equals Value Expansion

29. Ninety Percent of Customer
Lifetime Value (CLV) occurs
after the initial purchase.

30. 30
Digital Exhaust
NEW CUSTOMER ONBOARDING SOLUTION ACTIVATION BROADEN FOOTPRINT PROMOTE UPSELL/CROSS-SELL BUSINESS VALUE EXPANSION WORD OF MOUTH OPPORTUNITIES
NEW CUSTOMER EXPERIENCE
SUCCESSFUL IMPLEMENTATION EDUCATE ADDITIONAL BENEFITS PROMOTE EXPANDED VALUE DELIVER EXPANDED SOLUTION WORD OF MOUTH REFERRAL
POST-SALE EXPERIENCE UPSELL / CROSS-SELL / RENEWAL
Customer Engagement
LOYALTY / ADVOCACY
PROSPECTIVE BUYER CUSTOMER CUSTOMER ADVOCATE
Onboard Activate
STATUS QUO RESOLVE PAIN POINTS OPTIMIZE SOLUTION
Implement Expand
Value Creation Value Expansion
Customer Interface

31. 31
Digital Exhaust
Customer Engagement Methodology
TIME
EXPECTATION
Buying
Trigger
Peak of Inflated
Expectation
Trough of
Disillusionment
Slope of
Enlightenment
Plateau of
Productivity
Bitesize bits of
content to support a
smooth onboarding
process.
Promote implementation case
studies/reviews/references to
boost confidence.
Proactively deliver
support information and
training to overcome
blockers.
After confirmation of a
successful onboarding,
promote new products
that fit (upsell, cross-sell).
Identify customer prime
for referral and actively
recruit for case studies
and other advocacy
opportunities..

32. 32
Digital Exhaust
NEW CUSTOMER ONBOARDING SOLUTION ACTIVATION BROADEN FOOTPRINT PROMOTE UPSELL/CROSS-SELL BUSINESS VALUE EXPANSION WORD OF MOUTH OPPORTUNITIES
NEW CUSTOMER EXPERIENCE SUCCESSFUL IMPLEMENTATION EDUCATE ADDITIONAL BENEFITS PROMOTE EXPANDED VALUE DELIVER EXPANDED SOLUTION WORD OF MOUTH REFERRAL
POST-SALE EXPERIENCE UPSELL / CROSS-SELL / RENEWAL LOYALTY / ADVOCACY
Going Beyond Marketing and Sales
CUSTOMER SUCCESS SALES QUALIFIED (ACCOUNT MANAGEMENT LED) OPPORTUNITY MANAGEMENT (SALES LED)
CXTECH STACK + MARTECH STACK + DATA + ML/AI SALES AUTOMATION + CRM
HYBRID TOUCH - CUSTOMER SUCCESS PERSONALIZED HYBRID TOUCH - BD PERSONALIZED HUMAN TOUCH
ENGAGEMENT 1
ENGAGEMENT 2
ENGAGEMENT 3
ENGAGEMENT 4
ENGAGEMENT 5
ENGAGEMENT 6
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ENGAGEMENT 9
ENGAGEMENT 10
ENGAGEMENT 11
ENGAGEMENT 12
ENGAGEMENT 13
ENGAGEMENT 14
ENGAGEMENT 15
ENGAGEMENT 16
ENGAGEMENT 17
ENGAGEMENT 18
ENGAGEMENT 19
ENGAGEMENT 20

33. 33
Digital Exhaust
NEW CUSTOMER ONBOARDING SOLUTION ACTIVATION BROADEN FOOTPRINT PROMOTE UPSELL/CROSS-SELL BUSINESS VALUE EXPANSION WORD OF MOUTH OPPORTUNITIES
NEW CUSTOMER EXPERIENCE SUCCESSFUL IMPLEMENTATION EDUCATE ADDITIONAL BENEFITS PROMOTE EXPANDED VALUE DELIVER EXPANDED SOLUTION WORD OF MOUTH REFERRAL
POST-SALE EXPERIENCE UPSELL / CROSS-SELL / RENEWAL LOYALTY / ADVOCACY
Going Beyond Marketing and Sales
CUSTOMER SUCCESS SALES QUALIFIED (ACCOUNT MANAGEMENT LED) OPPORTUNITY MANAGEMENT (SALES LED)
CXTECH STACK + MARTECH STACK + DATA + ML/AI SALES AUTOMATION + CRM
HYBRID TOUCH - CUSTOMER SUCCESS PERSONALIZED HYBRID TOUCH - BD PERSONALIZED HUMAN TOUCH
ENGAGEMENT 1
ENGAGEMENT 2
ENGAGEMENT 3
ENGAGEMENT 4
ENGAGEMENT 5
ENGAGEMENT 6
ENGAGEMENT 7
ENGAGEMENT 8
ENGAGEMENT 9
ENGAGEMENT 10
ENGAGEMENT 11
ENGAGEMENT 12
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ENGAGEMENT 19
ENGAGEMENT 20

34. Defining a
Common Process

35. Marketing and sales
define and document
every lead/account stage
across the buying
process
Lead / Account
Qualification
Marketing and sales
define and document the
lead/account score
necessary for every
lead/account
qualification stage
Lead / Account
Scoring
Define a common
process for lead/account
routing and
measurement
Common Process
SLAs
Aligning the process to
your buyer/customer
programs –
buyer/customer journey
& content architecture
Engagement Model
Programs
Set a quarterly (minimum)
cadence to review your
lead management
framework and optimize
Regular Reviews
Optimize
B E S T P R A C T I C E S
Start with a foundation of best
practices then customize over time.

36. 36
Digital Exhaust
Lead Management Best Practices

37. Aligning on Common
Measurements

38. 38
Digital Exhaust
Marketing KPIs
Marketing Contribution To Pipeline:
•New Logo Acquisition
• Sourced vs. Influenced
•Customer Retention
•Customer Cross-Sell/UpSell
Marketing Contribution To Revenue:
•New Logo Acquisition
•Sourced vs. Influenced
•Customer Retention
•Customer Cross-Sell/UpSell
Campaign/Program Performance (Pipeline & Revenue)
•New Logo Acquisition
•Sourced vs. Influenced
•Customer Retention
•Customer Cross-Sell/Up-Sell
•Sourced vs. Influenced
•Channel/Tactic Performance (within context of campaign)
•Content Performance
•Conversions By Lead Stage
Advanced KPIs
•Deal Velocity
•Measurement of velocity at each qualification stage
•Create and define Service Level Agreements
•Monitor marketing and sales service level agreements
•Program Benchmarking
•Establish initial benchmarks to measure against to monitor continual improvement

39. A L W A Y S R E M E M B E R
The three takeaways from today’s
presentation...
The simplest way to
alignment begins with a
shared understanding of
your customer.
1 Defined and continue to
optimize your process.
2 Have a single source of
truth for your metrics and
a clear picture of shared
success.
3

40. Let’s Connect!
Carlos@digitalexhaust.co