Fly’s Friday Five: Why Sales & Marketing Alignment is Critical

Written by: Gary Fly
Flys Friday Five

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Hey, friends,

It’s Gary Fly with The Brooks Group. I hope you’re well, excited to be with you here today and I have a topic that’s really been bubbling up quite a bit with us recently. And it’s the alignment between sales and marketing. In fact, we have found through surveys that sales and marketing alignment is the number one opportunity for improving business performance today, according to b2b sales leaders, so this is top-of-mind with them. I actually think that sales and marketing alignment is absolutely critical, but the items we’re going to talk about actually have relevance in all kinds of inter-company or intra-company
issues. I want to talk through what we’re seeing in the marketplace, some possible solutions for it, and then at the end of this, I have a little something special for you.

So, sales and marketing alignment – what’s going on between those two parts of the organization? And why is it a problem? Well, according to our surveys, we published this in our new book, Agile and Resilient. Here’s what we’re seeing:

  • First, 97% of sales and marketing professionals see challenges with strategy alignment, due to different leadership, different KPIs, and different goals and objectives.
  • Secondly, sales and marketing professionals report issues due to processes that don’t use the same processes in both parts of the organization.
  • And third, 97% of sales and marketing professionals face challenges with content and messaging alignment, because the content is generated in silos. This is not uncommon. We see this regularly throughout the clients we work with. And you know, frankly, at one point in time, we had some challenges with some of it.

There are five things that we do very intentionally, and I believe that they will help your performance. They’re easy to install.

  1. Create consistent scorecards and KPIs. Everyone in our organization understands our scorecard. We have one primary scorecard that’s used to drive decision-making at the leadership level. And those KPIs really encourage sales and marketing to work together.
  2. We have regular interactions. At every weekly leadership meeting, the sales and marketing leaders interact. Every Friday we have another meeting, led by our sales leader that the marketing team attends, and they’re there for a couple of very specific reasons, one to hear what’s going on in the marketplace. Secondly, to understand what sort, of color collateral or support for proposals the sales team is going to need for the upcoming week. And third, to do some brainstorming with the team on how they can better support the sellers.
  3. Compensation structure alignment. Our marketing team actually is rewarded for our sales performance. So they’re very thoughtful about doing things that actually drive the sales.
  4. Clarity around responsibilities. The sellers know what their role is, the marketers know what their role is, and they know how they interact together. Our marketing team prepares proposals for our sellers and creates collateral pieces for the sellers. The salespeople know that they need to ask for it, and they need to talk about it. But there’s clarity around responsibilities.
  5. Consistent understanding of the process. You know, our core business is a sales process. Everyone inside of our organization understands that process and how they can help. We actually designed collateral pieces for the different parts of the process, we design around our process in a way that supports our sellers.

So those are five ways, I believe, you can bring pretty clear alignment quickly between those two parts of the organization. And I would venture to say that if you take that same mindset, you can also work through any other departmental challenges you have.

All right, so I’ve mentioned a few times now we have this book, Agile and Resilient: Sales Leadership for the New Normal. There was an awful lot of original research that went into this, hundreds of hours of discussions with both salespeople and sales leaders. And, and I think it’s a great tool. I’m obviously a bit biased, but I would be happy to share this with the first 100 people that respond to this post. And there’ll be information below to help you do that but absolutely free no expectation of anything in return.

Although I would ask that you would post on LinkedIn. If you have a good experience with it, I would love to hear your comments. Please know that by signing up you will not get bombarded with emails you will not enter into any sort of email campaign. We really just want to get this out there and I would love to get feedback on how people react to it and what they find value in it.

So please follow the instructions below if you’re interested for the first 100 happy to send it to you hope you find it a benefit.

Thanks for watching this, and I appreciate y’all following it through the end.

 

Written By

Gary Fly

Gary Fly is the President & CEO at The Brooks Group, where he brings 25+ years of senior management experience. In his role as President of The Brooks Group, Gary is applying his keen business insights and energetic management style while extending the success and legacy established by William T. Brooks and his sons, Jeb and Will, honed during the company’s rich, 40-plus-year legacy.
Written By

Gary Fly

Gary Fly is the President & CEO at The Brooks Group, where he brings 25+ years of senior management experience. In his role as President of The Brooks Group, Gary is applying his keen business insights and energetic management style while extending the success and legacy established by William T. Brooks and his sons, Jeb and Will, honed during the company’s rich, 40-plus-year legacy.

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