Achieve The Magic Of Sales and Marketing Alignment

Achieve The Magic Of Sales and Marketing Alignment
With A Lead Lifecycle and Marketing Automation Presented by: Amy Hamilton

The Sales and Marketing departments are two very unique entities
The Sales and Marketing departments are two very unique entities. If Sales is from Mars, Marketing is from Venus, and this causes friction in two basic ways: Different goals Misunderstood roles and responsibilities

Marketing & Sales Different Goals
Misunderstood Roles and Responsibilities Speak Different Languages > Notes: This disunity too often leads to disappointments for both sides, and poor success for the company as a whole. > Notes: Different Goals Marketing’s projects are often long-term – common marketing goals include setting a foundation with strong branding, and generating qualified leads. Marketers are looking at metrics. Their campaigns tend to focus on increasing brand recognition, and scoring and nurturing leads for the long haul. Salespeople, on the other hand, move at a fast pace – they tend to have monthly or quarterly quotas to meet. Salespeople are looking for opportunities to help solve a problem for a prospect, or be the personal touch that someone is looking for. They want to know what the marketing team can do for them now, so that they can make the sale today. > Notes: Misunderstood Roles Oftentimes, sales and marketing departments view their respective roles in the revenue generation process quite differently, and those differences will run deep. Sales worries about meeting quarterly goals, Marketing says it is the only one thinking strategically. Sales wonders why it has to generate its own leads, Marketing complains that Sales ignores everything Marketing generates. Marketers think generating leads is a numbers game. Sales says it’s not – that generating leads requires understanding and solving business problems. Marketing activities are difficult to measure, and therefore perceived as less important than easily measurable sales outcomes. Marketing generates lots of activity, but Sales doesn’t always see connections between those activities and revenue. Sales thinks Marketing is lightweight and easy, Marketing wonders why Sales cannot make its numbers. > Notes: At our organization one of our biggest challenges was misunderstood roles. Who owns what, and this extended to sales operations and marketing operations as well. It was imperative that we define those roles and responsibilities

The Solution: They're Still Orbiting The Same Sun
successful organizations are break down the barriers to align Sales and Marketing.

Sales & Marketing Alignment With a Lead Lifecycle
Why a Lead Lifecycle Develop: Lead Scoring Lead Language SLAs Build a Lead Lifecycle > Notes: This disunity too often leads to disappointments for both sides, and poor success for the company as a whole. > Notes: Different Goals Marketing’s projects are often long-term – common marketing goals include setting a foundation with strong branding, and generating qualified leads. Marketers are looking at metrics. Their campaigns tend to focus on increasing brand recognition, and scoring and nurturing leads for the long haul. Salespeople, on the other hand, move at a fast pace – they tend to have monthly or quarterly quotas to meet. Salespeople are looking for opportunities to help solve a problem for a prospect, or be the personal touch that someone is looking for. They want to know what the marketing team can do for them now, so that they can make the sale today. > Notes: Misunderstood Roles Oftentimes, sales and marketing departments view their respective roles in the revenue generation process quite differently, and those differences will run deep. Sales worries about meeting quarterly goals, Marketing says it is the only one thinking strategically. Sales wonders why it has to generate its own leads, Marketing complains that Sales ignores everything Marketing generates. Marketers think generating leads is a numbers game. Sales says it’s not – that generating leads requires understanding and solving business problems. Marketing activities are difficult to measure, and therefore perceived as less important than easily measurable sales outcomes. Marketing generates lots of activity, but Sales doesn’t always see connections between those activities and revenue. Sales thinks Marketing is lightweight and easy, Marketing wonders why Sales cannot make its numbers. > Notes: At our organization one of our biggest challenges was misunderstood roles. Who owns what, and this extended to sales operations and marketing operations as well. It was imperative that we define those roles and responsibilities

Why a Lead Lifecycle Appropriate for Today’s Buyer
Defines a Common Language Close Holes in the Funnel So how do you break down those barriers: Replace the sales funnel with a revenue cycle Ask Sales and Marketing to collaborate in defining on lead strategy **Implement a team of Sales Development Representatives to get the most out of everyone’s efforts > Notes: When Sales and Marketing realize they’re on the same page, and begin to work together toward common goals, and everyone wins. So let’s talk about how we broke down these barriers at Stericycle

Today’s consumers tend to educate themselves before they shop, using online sources to conduct their own studies of products. The traditional sale funnel does not cover it. This simplistic strategy keeps Marketing in one silo and Sales in another, in a market where they need each other to deliver the personalized attention that prospects expect.

> Notes: Revenue Cycle is an evolution of the traditional sales funnel that takes in to account the modern buyer journey and the cohesive relationship between sales and marketing

At the top of the funnel (TOFU), your audience is aware of your brand
At the top of the funnel (TOFU), your audience is aware of your brand. Through marketing, they eventually start to see themselves as friends of your brand – they have a relationship with you, and feel that they can trust you.

The middle of the funnel (MOFU) is where the traditional sales funnel begins – with a bunch of names in your system. Not every name in this stage in your friend – someone who is “engaged” has had a meaningful interaction with your company, but a “target” is a qualified potential buyer. When your lead scoring process indicates that it’s time to contact someone, he moves further along in the cycle. After talking to an SDR, that prospect is either moved along as a sales lead, or is recycled to the “target” stage for further nurturing.

Similarly, a sales rep decides which leads move forward as “opportunities” at the bottom of the funnel (BOFU), and which leads get recycled back for more nurturing by the team. The sales rep is also in charge (hopefully) of turning the opportunities into very happy customers. Because Sales has the option to recycle prospects that aren’t ready to move forward, Marketing has to provide good leads and Sales has to follow through. Everyone works together toward the same goal.

The revenue cycle also defines owners and roles in the entire lead lifecycle.

It clearly identifies what part of the process Marketing owns, where the two teams share ownership of the process and leads, and where Sales owns the process.

Further more, and this is huge for the Marketing and Sales Operations folks in the room. The revenue cycle also defines what systems manage the bulk of the relationship at any given time, and the role of each system at any given time.

For those of you who manage you marketing automation tools, you can really appreciate this because these lines can get very blurry a times.

The Solution: They're Still Orbiting The Same Sun
successful organizations are break down the barriers to align Sales and Marketing.

Building Your Lead Lifecycle
Sales and Marketing Together Define: Lead Scoring Lead Language Service Level Agreements (SLAs) > Notes: Sales reps and marketers, frequently seem to use the same words to say different things. Realigning both teams toward the same revenue goal is a good first step, but the strategy for getting there needs to be defined together. Breaking down these common communication barriers will pave the way for both teams to work together as one team.

Emily W. Salus, Senior Marketing Manager, CollabNet
Lead Scoring “ Lead scoring should be an indicator of sales-readiness not of how much of a fan they are of [our company]. That goal requires a close collaboration between the sales and marketing teams to establish a threshold for when a lead is ready to be passed on to sales. Teamwork is also needed to assign scores for a prospect’s actions – a process that begins before a lead scoring system is implemented.” Emily W. Salus, Senior Marketing Manager, CollabNet > Notes: Sales reps and marketers, frequently seem to use the same words to say different things. Realigning both teams toward the same revenue goal is a good first step, but the strategy for getting there needs to be defined together. Breaking down these common communication barriers will pave the way for both teams to work together as one team. Resource: Marketo Definitive Guide to Lead Scoring:

SiriusDecisions, What’s the Score
Lead Scoring “ A solid lead scoring approach not only helps to rank prospects against one another, but can smooth the lead flow and serve as the baseline for building a range of business rules that include ownership, role and activities. ” SiriusDecisions, What’s the Score > Notes: Sales reps and marketers, frequently seem to use the same words to say different things. Realigning both teams toward the same revenue goal is a good first step, but the strategy for getting there needs to be defined together. Breaking down these common communication barriers will pave the way for both teams to work together as one team. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring Gather Information Determine Target Buyer Assign Values
Define Criteria Assign Values Gather information Start by getting together with your sales team to gather data that indicates your buyers’ interest or sales-readiness. Review the following: • Past deals and current opportunities • Online activity log: See what pages prospects visited and the sources, or referring sites. • Sales logs: Find out past interactions with sales, and the activities and campaigns that touched the prospect before the purchase. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring: Gather Information
Past deals and current opportunities Online activity log See what pages prospects visited and the sources, or referring sites. Sales logs Find out past interactions with sales, and the activities and campaigns that touched the prospect before the purchase. Gather information Start by getting together with your sales team to gather data that indicates your buyers’ interest or sales-readiness. Review the following: • Past deals and current opportunities • Online activity log: See what pages prospects visited and the sources, or referring sites. • Sales logs: Find out past interactions with sales, and the activities and campaigns that touched the prospect before the purchase. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring: Determine Target Buyer
Consider: Demographics – who are they Behavioral – what have they done Bad Behaviors – what you don’t want them to do Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring: Determine Behavioral Criteria
Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring: Determine Demographic Criteria

Lead Scoring: Determine Bad Behaviors
While most activities give positive scores, there are actions that do the opposite. Activities that deserve a negative score, should get one. Don’t ignore negative scoring attributes when building your model. Use them to your advantage in conjunction with other scoring methods. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring: Assign Value
2 Types of Lead Scoring Implicit Explicit Behaviors Online Body Language BANT data (Budget, Authority, Need, Timeline) Demographics Inferred geography. Data quality factors, etc. Demographics, typically captured from form data or data appending Explicit and Implicit Scoring Companies need to consider two different kinds of information in their lead scoring: explicit and implicit. Explicit scoring is based on information the prospect tells you or otherwise directly identifiable information. Implicit scoring is based on information that you observe or infer about the prospect, such as their online behaviors. Fusing the two scoring systems together, you build a true picture of value: the prospect’s value to your business and your business’s value. First, let’s see where you are with your lead scoring system: Do you have a scoring system in place? a) No, but we’re working on putting processes in place. b) Yes, but it’s a lot of manual work. c) Yes, we have an automated scoring system. Does your organization segment leads and hand them off to sales based on their propensity to buy? a) No, all leads are treated the same. b) Yes, all leads are categorized and passed to sales. c) Yes, all leads are categorized, qualified and passed to sales only when their score reaches a specific threshold. Resource: Marketo Definitive Guide to Lead Scoring:

Behavioral Lead Scoring – How we do it.
Activity Score Clicks Link in 2 Fills Out Contact Form 30 Fills Out Content Form 15 Fills Out Default Form 10 Downloads PDF 5 Visits Web Page Visits Multiple Web Pages in 1 Day Uses key Search Term Attended Webinar 20 Registered for Webinar Influenced at Tradeshow 50 Visited Tradeshow Booth Explicit and Implicit Scoring Companies need to consider two different kinds of information in their lead scoring: explicit and implicit. Explicit scoring is based on information the prospect tells you or otherwise directly identifiable information. Implicit scoring is based on information that you observe or infer about the prospect, such as their online behaviors. Fusing the two scoring systems together, you build a true picture of value: the prospect’s value to your business and your business’s value. Resource: Marketo Definitive Guide to Lead Scoring:

Lead Scoring: Determine Value to Sales Ready Leads
Consider: Demographics – who are they Behavioral – what have they done Bad Behaviors – what you don’t want them to do *How we do it: 50+ Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Define Lead Language OMG! WTH? MCL MEL MQL SAL SQL

Define Lead Language For Each Stage Determine: Definition Ownership
Engagement System Management Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Define Lead Language MCL:
Definition: Marketing Contacted Lead - Known person in database, but not yet engaging with marketing content Ownership: Marketing Engagement: Top of Funnel Messaging System Management: Marketing Automation Tool Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Define Lead Language MQL:
Definition: Marketing Qualified Lead – A Lead who has shown significant interest in buying whether via Target Score, or buying behavior like requesting a demo Ownership: Marketing > Sales Engagement: Sales Follow-up to Qualify or Recycle System Management: Marketing Automation Tool Assigns to Salesforce Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Lead SLAs For Each Stage Define: Ownership Role Transition Timing
Escalation Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Lead SLAs MCL: Ownership: Marketing
Role: To segment accordingly to be able to then engage enough to push progression to next stage as quickly as possible Transition: An MCL progresses to an MEL when it his a score of 30, or it fast tracks to an MQL if exhibits explicit buying behavior like requesting a demo Timing: On average it will take Marketing 3 months to progress an MCL to an MEL Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Lead SLAs MQL: Ownership: Marketing > Sales
Role: Marketing will send MQLs to Sales. Sales will follow-up to further qualify Transition: Marketing will use the MAT tool to assign the lead to Sales in CRM, will assign a task, and will send an alert to sales leadership. Timing: Marketing will send MQLs to Sales immediately, and Sales will follow-up within 24 hours. *Use your MAT and CRM tool to hold teams accountable Escalation: 24+ hours Sales managers and Marketing are alerted Picking your criteria and building your target buyer: Create a list of all potential criteria and as a team, or individually have all stakeholders from sales and marketing: • Check off the boxes that they think should be included in the lead scoring model • Next to each checked off score, mark whether the attribute is critical, important, influential, or negative. Resource: Marketo Definitive Guide to Lead Scoring:

Build Your Model Plugin Your Stages Layer in Scoring Model
Outline SLAs Detail System Support Build the Technology to Support It > Notes: This disunity too often leads to disappointments for both sides, and poor success for the company as a whole. > Notes: Different Goals Marketing’s projects are often long-term – common marketing goals include setting a foundation with strong branding, and generating qualified leads. Marketers are looking at metrics. Their campaigns tend to focus on increasing brand recognition, and scoring and nurturing leads for the long haul. Salespeople, on the other hand, move at a fast pace – they tend to have monthly or quarterly quotas to meet. Salespeople are looking for opportunities to help solve a problem for a prospect, or be the personal touch that someone is looking for. They want to know what the marketing team can do for them now, so that they can make the sale today. > Notes: Misunderstood Roles Oftentimes, sales and marketing departments view their respective roles in the revenue generation process quite differently, and those differences will run deep. Sales worries about meeting quarterly goals, Marketing says it is the only one thinking strategically. Sales wonders why it has to generate its own leads, Marketing complains that Sales ignores everything Marketing generates. Marketers think generating leads is a numbers game. Sales says it’s not – that generating leads requires understanding and solving business problems. Marketing activities are difficult to measure, and therefore perceived as less important than easily measurable sales outcomes. Marketing generates lots of activity, but Sales doesn’t always see connections between those activities and revenue. Sales thinks Marketing is lightweight and easy, Marketing wonders why Sales cannot make its numbers. > Notes: At our organization one of our biggest challenges was misunderstood roles. Who owns what, and this extended to sales operations and marketing operations as well. It was imperative that we define those roles and responsibilities

For those of you who manage you marketing automation tools, you can really appreciate this because these lines can get very blurry a times.

MCL MEL MQL SAL SQL Customer Anonymous Leads
The middle of the funnel (MOFU) is where the traditional sales funnel begins – with a bunch of names in your system. Not every name in this stage in your friend – someone who is “engaged” has had a meaningful interaction with your company, but a “target” is a qualified potential buyer. When your lead scoring process indicates that it’s time to contact someone, he moves further along in the cycle. After talking to an SDR, that prospect is either moved along as a sales lead, or is recycled to the “target” stage for further nurturing.

Marketing Engaged Lead (MEL)
SFDC Settings at This Stage: Lead Status: New Lead Channel: Marketing Queue: Marketing Trigger to Send to Next Stage: Lead’s ongoing activity increments the Lead Score to a predetermined threshold. Marketo changes their stage automatically when this happens. A Marketing Engaged Lead has interacted with us in some way, including clicking a link in an or filling out a form. Through this small engagement, we know they have some minimal awareness of the Stericycle brand and may be more receptive and worth investing in personalized messaging and more targeted campaigns. Their Lead Score is increased by every action and new demographic data we learn along the way. MARKETING SALES

Stericycle Profiled Lead (SPL)
SFDC Settings at This Stage: Lead Status: Open upon arrival Lead Status: Contacted when being worked Lead Channel: SDR Appropriate Channel Task created for owner to follow-up Trigger to Send to Next Stage: The SDR changes the Lead’s/Contact’s channel field from the SDR Team’s Queues to the appropriate channel for the sales team based on the highest lead score for service interest and size of company. Marketo “listens” for this field value to be set in Salesforce and advances the stage. After enough meaningful activity occurs the Lead Score reaches a predetermined threshold, moving the lead to this stage. The activity signals the interest and buying intent. We consider this lead to be “influenced by marketing.” While in this stage, the Lead’s demographic profile is built out through automated enrichment and/or human research until it has been determined that both the behaviors AND demographic data make them a fit. These lead is contacted by an SDR and continues to be marketed to while in this stage. Can a rep pull a lead out of a queue and assign it to themselves? Or should we create a queue for each of the inside sales teams that works round robin? Can a rep flip Channel? How are we going to give that profiler credit for their work on the lead? *Current reason for creating 0 value opportunities. This could be a good place for us to mark the record with the profiler’s information. Could this stage stamp the record with the assigning name? MARKETING SALES

Marketing Qualified Lead (MQL)
SFDC Settings at This Stage: Lead Status: Contacted Lead Channel: Specific to Sales Team Trigger to Send to Next Stage: A Sales representative marks the Lead’s/Contact’s Lead Status field to Qualified in Salesforce. Marketo “listens” for this field value to be set in Salesforce and advances the stage. This stage is essentially a queue to which Leads are added after they’ve been determined to be a fit for sales follow-up. There is likely an SLA associated with this stage to ensure that once research has been completed and they’re deemed ready, acceptance and follow-up happen. Need to create the queues for the SPL team to use to send leads to the appropriate teams. Need to know what should happen with existing customers wanting to buy new products, and existing customers wanting to add on to existing service. MARKETING SALES

Sales Accepted Lead (SAL)
SFDC Settings at This Stage: Lead Status: Qualified Lead Channel: Specific to Sales Team Queue: Specific to Sales Team Trigger to Send to Next Stage: A Sales representative creates an Opportunity in Salesforce. Marketo “listens” for the creation of an Opportunity and advances the stage. Once a lead is reviewed by Sales and confirmed as ready, it moves to this stage. This is the stage in which the lead resides while the representative is working to identify an Opportunity. *This is when automated marketing via Marketo will stop for the lead. Marketing will be driven by sales at this point. We need to further explain the statuses and what each of them mean! This step must be required! We want to make sure if we’re flipping right to the opportunity that the lead automatically gets marketed qualified 1st (pretty sure this is the current process, but need to verify). What are the SLAs when does marketing take that lead back? How long can a lead sit in these stages? Right now a lot of sales people are not flipping the lead, their creating a new opportunity. How do we get them to flip leads and NOT create a new opportunity. Is there a way we can monitor this? Duplicate checks? MARKETING SALES

Sales Qualified Lead (SQL)
SFDC Settings at This Stage: Lead Status: Flipped to Contact associated with Opportunity via Opportunity Role assignment.* Trigger to Send to Next Stage: A Sales representative marks the Opportunity to which this Contact is associated via Opportunity Role as “closed won” or ”closed lost” in Salesforce. Marketo “listens” for the creation of an Opportunity and advances the stage. This is where the lead stays while Sales drive the Opportunity to closed-won. This is when automated marketing via Marketo will stop for the lead. Marketing will be driven by sales at this point. Need to make Opportunity Role mandatory! MARKETING SALES

Customer MARKETING SALES
SFDC Settings at This Stage: Contact: Associated with Service line as appropriate Account: Customer Account Trigger to Send to Next Stage: None. In the future, the lifecycle model may extend to different states post-close of Opportunity. When an Opportunity to which the Contact is associated via Contact Role is marked as “closed-won,” the lead is moved to this stage and remains there. Need to understand how everyone is marked as a customer in SFDC and the contract process. When should we consider it closed won? Live? Contract signed? Is this different for the different service and implantation processes? Need to determine if we want this to trigger a new customer score? How do we move them in to the respective onboarding programs? MARKETING SALES

Govern Your Lead Lifecycle
Thoroughly Document Circulate and Train Reference Often and Report On Revisit Often Include in Marketing and Sales Team New Hire Trainings > Notes: This disunity too often leads to disappointments for both sides, and poor success for the company as a whole. > Notes: Different Goals Marketing’s projects are often long-term – common marketing goals include setting a foundation with strong branding, and generating qualified leads. Marketers are looking at metrics. Their campaigns tend to focus on increasing brand recognition, and scoring and nurturing leads for the long haul. Salespeople, on the other hand, move at a fast pace – they tend to have monthly or quarterly quotas to meet. Salespeople are looking for opportunities to help solve a problem for a prospect, or be the personal touch that someone is looking for. They want to know what the marketing team can do for them now, so that they can make the sale today. > Notes: Misunderstood Roles Oftentimes, sales and marketing departments view their respective roles in the revenue generation process quite differently, and those differences will run deep. Sales worries about meeting quarterly goals, Marketing says it is the only one thinking strategically. Sales wonders why it has to generate its own leads, Marketing complains that Sales ignores everything Marketing generates. Marketers think generating leads is a numbers game. Sales says it’s not – that generating leads requires understanding and solving business problems. Marketing activities are difficult to measure, and therefore perceived as less important than easily measurable sales outcomes. Marketing generates lots of activity, but Sales doesn’t always see connections between those activities and revenue. Sales thinks Marketing is lightweight and easy, Marketing wonders why Sales cannot make its numbers. > Notes: At our organization one of our biggest challenges was misunderstood roles. Who owns what, and this extended to sales operations and marketing operations as well. It was imperative that we define those roles and responsibilities

Enjoy the Benefits of Your Lead Lifecycle
Common Goals Understood Roles and Responsibilities Speak the Same Languages Sales and Marketing Alignment > Notes: This disunity too often leads to disappointments for both sides, and poor success for the company as a whole. > Notes: Different Goals Marketing’s projects are often long-term – common marketing goals include setting a foundation with strong branding, and generating qualified leads. Marketers are looking at metrics. Their campaigns tend to focus on increasing brand recognition, and scoring and nurturing leads for the long haul. Salespeople, on the other hand, move at a fast pace – they tend to have monthly or quarterly quotas to meet. Salespeople are looking for opportunities to help solve a problem for a prospect, or be the personal touch that someone is looking for. They want to know what the marketing team can do for them now, so that they can make the sale today. > Notes: Misunderstood Roles Oftentimes, sales and marketing departments view their respective roles in the revenue generation process quite differently, and those differences will run deep. Sales worries about meeting quarterly goals, Marketing says it is the only one thinking strategically. Sales wonders why it has to generate its own leads, Marketing complains that Sales ignores everything Marketing generates. Marketers think generating leads is a numbers game. Sales says it’s not – that generating leads requires understanding and solving business problems. Marketing activities are difficult to measure, and therefore perceived as less important than easily measurable sales outcomes. Marketing generates lots of activity, but Sales doesn’t always see connections between those activities and revenue. Sales thinks Marketing is lightweight and easy, Marketing wonders why Sales cannot make its numbers. > Notes: At our organization one of our biggest challenges was misunderstood roles. Who owns what, and this extended to sales operations and marketing operations as well. It was imperative that we define those roles and responsibilities

Resources What is Marketing and Sales Alignment?
The Definitive Guide to Lead Scoring Creating and Using a Lead Lifecycle Mapping Lead Generation to Your Sales Funnel > Notes: This disunity too often leads to disappointments for both sides, and poor success for the company as a whole. > Notes: Different Goals Marketing’s projects are often long-term – common marketing goals include setting a foundation with strong branding, and generating qualified leads. Marketers are looking at metrics. Their campaigns tend to focus on increasing brand recognition, and scoring and nurturing leads for the long haul. Salespeople, on the other hand, move at a fast pace – they tend to have monthly or quarterly quotas to meet. Salespeople are looking for opportunities to help solve a problem for a prospect, or be the personal touch that someone is looking for. They want to know what the marketing team can do for them now, so that they can make the sale today. > Notes: Misunderstood Roles Oftentimes, sales and marketing departments view their respective roles in the revenue generation process quite differently, and those differences will run deep. Sales worries about meeting quarterly goals, Marketing says it is the only one thinking strategically. Sales wonders why it has to generate its own leads, Marketing complains that Sales ignores everything Marketing generates. Marketers think generating leads is a numbers game. Sales says it’s not – that generating leads requires understanding and solving business problems. Marketing activities are difficult to measure, and therefore perceived as less important than easily measurable sales outcomes. Marketing generates lots of activity, but Sales doesn’t always see connections between those activities and revenue. Sales thinks Marketing is lightweight and easy, Marketing wonders why Sales cannot make its numbers. > Notes: At our organization one of our biggest challenges was misunderstood roles. Who owns what, and this extended to sales operations and marketing operations as well. It was imperative that we define those roles and responsibilities

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