sema sales and-marketing

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The Truth About Sales & Marketing

Who Works for Whom? Presented by Tom Marx – President

The Marx Group October 29, 2012

©2012 The Marx Group

3 ©2012 The Marx Group

Q: How many of you are part of the sales team?

The marketing team? Or both?



They so don’t

get it!

SALES SUCKS!

If they would only give us

materials we can use.

MARKETING SUCKS!

Marketing & Sales Teams


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1. Tension between teams

2. Missed goals

3. Duplication of effort

4. Work done over and over

5. Wasted Money

6. Work not leveraged

The Conflict Between

Marketing & Sales


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How does this

happen? Lack of Communication Building Silos

Undefined Goals Missing Plans

Misunderstanding of Roles

Unreported Metrics

Missing Processes



Q: What are the current issues

your team is facing?


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Work as a SINGLE Team!


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GOAL: Outline a rationale and process to get SALES and MARKETING to work more effectively toward the SAME GOALS


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DEFINED


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Q: Can you define

EACH role?


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Sales GOAL: Increase sales & enhance customer and prospect relationships!


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ROLE: • Increase revenue • Bring in new prospects • Conversion from prospect to lead

Prospect -> lead -> customer -> happier customer • Articulate brand values to contacts • Provide marketing with sales numbers and statistics • Provide feedback to marketing • Understand the target audience • Represent the company at industry events

Sales


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Marketing GOAL: Support the sales force!


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Marketing ROLE: • Develop the company story

• Design marketing materials and

programs that reach the target audience

• Media that creates prospects, leads and

customers

• Build brand awareness

• Generate leads

• Support sales team throughout

the sales process


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Who works for whom?


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Who works for whom? MARKETING WORKS FOR SALES

However…

It’s not about hierarchy or power…it’s

about collaboration, coordination and

cooperation


MARKETING

SALES

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Playbook SALES & MARKETING

Create a program that will eliminate the silos

and supports the collaboration between sales

and marketing.


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Playbook 101 Rally | Rules | Roles | Plays

Hold a kick-off meeting • Before the “season” begins • Take time to set goals • Review past efforts – what did/didn’t work?


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Agree on the “rules” that each player must follow


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Define the part every player will take on within the team and in each play


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Define a set of moves needed to reach the goals


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1. Prepare

2. Hold a meeting

3. Review and analyze

4. Set goals

5. Define metrics

The goal is not to point fingers, but to objectively review what is working and not working and to find ways to SOLVE the problem, OR discover areas of opportunity or improvement

Rally Playbook 101


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Rally 1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

Your rally can’t succeed unless you’re

prepared! Gather the following:

• Prior years’ sales results

• Prior marketing efforts

• Metrics (results) of sales and

marketing efforts

• Goals for the upcoming year

Playbook 101


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1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

Call an ALL-DAY meeting and invite key

sales and marketing team members,

including those in the field. Make sure

it is:

• SECURE

(no distractions!)

• NONJUDGEMENTAL

(safe to express concerns

and solutions)

• FOCUSED

(on solutions)

Rally Playbook 101


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1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

Sample Agenda • Welcome – define goal of meeting

• Sales Report

• Metrics

• Initiatives & programs

• Successes & failures

• Marketing Report

• Metrics

• Marketing programs

• Successes & failures

• Goal Setting and Alignment

• Brainstorming Session

• Planning

• Action items

Rally Playbook 101


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1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

REVIEW sales and marketing metrics.

Look at what did and didn’t work and

determine WHY

DETERMINE which initiatives are

important for the coming season

ANALYZE current sales to determine

areas where you are missing exposure

Rally Playbook 101


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1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

Sample items you might uncover:

• 75% of your new business came from

internet sales – yet only 20% of your

marketing efforts focused on digital

marketing

• The majority of your marketing efforts

focused on a product line that had

dismal sales.

― Not a good product?

― Sales team not focused

on product?

― Wrong target audience?

Rally Playbook 101


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1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

Set goals and make sure both teams are aligned – for both the actual goal and everyone’s role in making it happen

Example:

•Increase client base by 50% SALES ROLE: each sales person is responsible for bringing in 25 new customers

MARKETING ROLE: develop marketing materials that will generate leads – online marketing, competitive product analysis, sales presentations

Rally Playbook 101


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1. Prepare

2. Hold a meeting

3. Review & analyze

4. Set goals

5. Define metrics

To determine if you have successfully met

your goals, you will need measurable

yardsticks. Both sales and marketing must

agree upon METRICS that will help them meet

their goals.

Example:

Tradeshow Metrics

Tradeshow participation can be costly. Knowing

how much is spent on sales and marketing can

help ensure shows are appropriate and successful.

Report the following:

SALES: Expenses, leads generated, tracking actual

sales

MARKETING: Expenses, time spent on

developing materials

Rally Playbook 101


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Every team works from

a rulebook. Sales and

Marketing need to

develop guidelines they

will both follow.

Example: 1. Changes in sales or marketing plans

must be reported to both teams

2. Detailed reports of tradeshows,

sales pitches, etc. must be

presented to both teams

3. Monthly meetings will be held

4. Sales and marketing must work

together in the development of

marketing plans, strategies,

marketing materials, etc.

5. Teams must report what does and

does not work

6. Be open-minded to new ideas

7. Allow problems to be fixed

8. Recognize success

Rules Playbook 101


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SALES:

• Increase sales

• Bring in new prospects

• Be the company’s representative

MARKETING:

• Support sales team though the sales process

• Develop the company story

• Build brand awareness

Roles Playbook 101


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Plays – required actions -- must

be developed to support the

overall company goal.

Each play must state, in addition

to the action:

1. The PLAYERS

2. Their ROLES

3. Your METRICS

Plays Playbook 101


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EXAMPLE

Increase the revenue in the “X”

product line by 150% by July 15th

Play Playbook 101


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PLAYERS and ROLES:

• Sales – Push product through to customers and prospects

• Marketing – Build brand awareness, develop marketing materials to

support the push-through

Play Playbook 101

EXAMPLE


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METRICS:

• Sales – Sell $1,000 per month of the new product to at least 20%

of existing customers

• Marketing – Drive 200 new leads to the web page for the new

product each month

Play Playbook 101

EXAMPLE


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Example:

PLAYERS and ROLES:

Sales – Increase prospect database; pin point prospects you would like to attend.

Personally invite prospects to attend

Marketing – develop a strategy that includes multiple touch points for the sales

teams prospects that will attract new prospects to booth

METRICS:

Sales – Number of prospects invited to booth. Clear record of who attended and

post follow-up results.

Marketing – Number of touch-points developed for the sales team and the results of

other marketing initiatives.

Plays Playbook 101

PLAY:

Increase the traffic at “X” trade show


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A Good Team Player can: 1. Increase collaboration

2. Assist in budgeting time

3. Enhance harmony

4. Improve mutual respect

5. Boost sales

6. Create better efficiencies

7. Enable successful programs

8. Decrease friction

9. Make better use of everyone’s time


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Marketing

+

Sales

Implement a program that will bring SALES and MARKETING

together and make this your best year yet!



THANK YOU!

TOM MARX

[email protected]

415.453.0844 x106

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