Most people believe that what they’ve experienced is the norm:
Sales: “This is what I’ve seen in the field, so it must be true for everyone, everywhere.”
Marketing: “This is what the data shows us. The average buyer wants ______, so all buyers must want it.”
Neither is 100 percent correct. Neither is 100 percent wrong. But how do you get the two points of view to concede the other side may have some good intel? It’s difficult finding the perfect blend of data and experience when egos are involved and people feel they must defend their turf (and titles).
Several sales experts suggest it comes from the top. The company CEO, says Laura Posey, a business growth expert with extensive experience training sales teams, needs to develop – and articulate clearly – their vision for the company, so the company goals are crystal clear. Then that CEO must tell sales and marketing to come together and sell more. Seems obvious, doesn’t it? But non-collaboration happens seems to happen about as often as collaboration.
Ultimately, lack of collaboration leads to failure. Marketing materials don’t work because marketers aren’t hearing prospects’ pain points, so materials are left back at the office or the prospect tosses them in the trash. Sales calls aren’t as successful as they should be because they don’t have the support they need from marketing.
Collaboration means working together, it means talking to – and hearing – each other. And it means working toward a common goal.
What is your experience with sales/marketing collaboration? How did the CEO’s articulated vision help or hinder collaboration?