Page 186 - HBR's 10 Must Reads on Strategic Marketing

ENDING THE WAR BETWEEN SALES AND MARKETING

If the Then move
current the rela-
relationship tionship
is . . . and . . . to . . . by . . .

Undefined • Sales and Market- Defined • Creating clear rules of en-
ing have frequent gagement, including hand-off
conflicts and points for important tasks
compete over (such as lead follow-up).
resources.
• Effort is dupli-
cated, or tasks
fall between the
cracks.
Defined • The market is Aligned • Establishing regular meetings
becoming between Sales and Marketing
commoditized or to discuss major opportuni-
customized. ties and problems.
• Product life • Defining who should be con-
cycles are sulted on which decisions
shortening. (e.g., “Involve the brand
• Despite clarified manager in $2 million+ sales
roles, efforts are opportunities”).
still duplicated or • Creating opportunities for
tasks neglected. Sales and Marketing to col-
laborate—for example, plan-
ning a conference together or
rotating jobs.

Aligned • The business Integrated • Having downstream mar-
landscape is keters develop sales tools,
marked by com- help salespeople qualify
plexity and rapid leads, and use feedback from
change. Sales to sell existing offerings
• Marketing has to new market segments.
split into up- • Evaluating and rewarding
stream (strategic) both teams’ performance
and downstream based on shared important
(tactical) groups. metrics. For instance, estab-
lish a sales goal to which both
teams commit. And define
key sales metrics—such as
number of new customers
and closings—for salespeople
and downstream marketers.

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