Visionary marketers are quickly progressing beyond simple process automation for demand generation and nurturing programs. The reason is that the buying process is no longer simple. The selling/buying cycle is complex, with many players and personas. Both sales and marketing are about revenue and performance, make no mistake. In order to accomplish sales and marketing targets (artificial or not), the marketing and sales teams need to work in concert; beyond simple (aka fluffy) collaboration. It is time to focus on people.
To be successful, your organizational selling processes need align with the customer decision cycle. The marketing team needs to transition from pure demand generation to becoming masters of customer engagement, helping the sales folks along the way. The selling process should focus on shepherding buyers through their buying journey. The strategy should not be to move a mass of buyers through a process optimized for management reporting. Instead, the strategy needs to design an efficient process optimized to take a qualified lead and make that lead an engaged, profitable customer. And, once the process is perfected…rinse and repeat.
Taking Stock of the Current State
The proliferation of customers’ digital touchpoints has accelerated requests for and the flow of information, especially in complex business-to-business decision cycles. Furthermore, organizations continue to struggle to predict where prospects will go to look for information. This unknown is causing marketers to do a bit of hair pulling. The idea of determining the right “marketing mix”’ feels a bit too much like a finger in the air strategy when trying to keep up with the vast array of possible touchpoints, along the customer journey.
Marketing and sales need to align their strategies and coordinate communications; both content and timing of message. In many organizations, the most apt descriptor for the relationship between marketing and sales is “frenemies”. Further, being in marketing is often like being an athletic trainer and never knowing if your athlete won the race. The marketing team has limited visibility into leads after they became “sales qualified” and are handed off to the sales team. This lack of insight prevents marketing decision-makers from testing campaign effectiveness or determining why something did or did not work.
Overcoming a Few (relationship) Obstacles
The relationship, at all levels, between sales and marketing is one of the most important relationships within any organization. This bond is personally critical to both the CMO and VP of Sales. The key point of friction is that marketers are focused campaigns and nurturing, while sales folks are focused on the deal and the only metric that matters is revenue. One team is looking at something built for the masses, while another is focused on an individual.
Sales and marketing processes are built with an eye on internal efficiency. However, sales processes need to be reshaped, and should also include an external focus towards the customer buying journey. This is most evident in how success is currently measured in many organizations; monthly and quarterly goals, such as: lead conversion, number of sales qualified leads and likelihood to close (by some artificial percentage).
The Path Forward
It is time to focus on positive customer outcomes and define organizational goals that support and even reshape marketing practices to drive effective customer engagement. This is about customers, not products, features or solutions. Work hard to balance pushing customers towards the next step and make sure you understand where they are in their buying journey. Once you understand where they are in the process, the right information can easily be shared. Context is a critical element within the buying journey. Customers need care and feeding – the right information, at the right time, on the right device.
We are no longer in the information age, we are in the age of customer centricity, customer focus and customer engagement. In order to succeed, the sales and marketing organizations need to match the selling process with the buyer’s journey. Yes, this is about customer acquisition and revenue generation, but it is also about lifetime value and establishing lasting company/customer relationships. Many factors have come together that extend marketing’s role much further into the selling process; even through the very end. Marketing is accountable for content creation, but they cannot do it alone, the sales team needs to come along for the ride! Marketeers and marketing leadership need to collaborate with sales folk and sales leadership to design and build a lead management process that makes sense to all players. Organizational alignment around the buyer journey is critical to success – hard stop.
After aligning goals and objectives within the team, the next logical step is to be do aligned on the processes required to support the customer journey. In the next post within the series, the focus will be on process improvement and efficiency.
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