Weitere ähnliche Inhalte Ähnlich wie 7 Steps To Alignment Webcast 101911 Handout Ähnlich wie 7 Steps To Alignment Webcast 101911 Handout (20) Mehr von Christine Crandell Mehr von Christine Crandell (13) 7 Steps To Alignment Webcast 101911 Handout1. Seven Steps
to Marketing & Sales
Alignment
Christine Crandell
October 19, 2011
10:00am PDT / 6:00pm BDT
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 1
2. About Us…
Strategy to accelerate growth & revenue
20 years in business Increased client revenues by 100%
Improved client efficiency by 75%
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 2
3. What Will We Cover?
• What is alignment and who owns it?
• 3 Stages of alignment
• 7 Steps to alignment
• Case studies
• Making alignment stick
• Wrap up & questions
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 3
4. Alignment Defined
“…sales and marketing collaboratively
working toward the common goal of
profitably increasing revenue and buyer
lifetime experiences through shared
processes, resources, service level
agreements and metrics.“
-Christine Crandell, 2010
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 4
5. Alignment Framework
• Shared decision- • Integrate processes
making and infrastructure
• Common goals • Common vocabulary
• Shared resources • Shared metrics
Collaboration Processes
BUYER
Culture Organization
• Accountability
• Transparency • Structure
• Values • Roles
• Rewards
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 5
6. 3 Stages of Alignment
• Independent teams
• Ad hoc collaboration
• No shared tasks
• No shared metrics
• Conflict-based
meetings
• Zero-sum budgeting
Ambiguous
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 6
7. 3 Stages of Alignment
• Independent teams • Defined boundaries
• Ad hoc collaboration • Clear hand-offs
• No shared tasks • Common language
• No shared metrics • Defined roles
• Conflict-based • Disciplined
meetings communication
• Zero-sum budgeting • Key activities
collaboration
Ambiguous Collaborative
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 7
8. 3 Stages of Alignment
• Independent teams • Defined boundaries • Joint planning &
• Ad hoc collaboration • Clear hand-offs training
• No shared tasks • Common language • Cross-team
• No shared metrics • Defined roles collaboration
• Conflict-based • Disciplined • One vocabulary
meetings communication • Shared structure &
• Zero-sum budgeting • Key activities metrics
collaboration • Shared rewards
• E2E automation
Ambiguous Collaborative Aligned
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 8
9. Path to Alignment
• Disciplined
communication
• Create joint
assignments
• Clear rules of
• Co-locate Sales and
engagement
Marketing
• Investment rationale
• Assign liaisons
and metrics
Communication and transparency
Ambiguous Collaborative
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 9
10. Path to Alignment
• Joint planning and
training
• Common processes,
metrics, and systems
• Disciplined
• Defined funnel steps
communication
and hand-offs
• Create joint
•Shared revenue targets
assignments
• Clear rules of and rewards
• Co-locate Sales and
engagement • Hyper-collaboration
Marketing
• Investment rationale
• Assign liaisons
and metrics
• Clear Rules of
Communication and transparency Rhythm and flexibility
Engagement
Ambiguous Collaborative
• Investment Aligned
Rationale and
Metrics
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 10
11. 7 Steps To Alignment
1. Determine company’s stage of alignment
2. Secure executive sponsorship
3. Establish a common vocabulary
4. Define key business processes, hand-offs &
owners
5. Set common marketing & sales goals & metrics
6. Implement activities to drive frequent interaction
7. Tie marketing compensation to revenue targets
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 11
12. Case Study 1
• SITUATION: Company experiencing rapid growth and hiring
– Challenge: Ambiguous stage yet realize need to continue to accelerate
growth rate & solidify market leadership position
• SOLUTION: Align Sales & Marketing
– Globally align Sales & Marketing resources, processes and implement
technology to improve productivity & ROI
• RESULTS: Reached Collaborative stage, Eng. wants to participate
Increased Sales’ quota attainment & marketing pipeline
– Culture of transparency, collaboration, and trust established
– Common vocabulary used by Sales & Marketing and external vendors
– Established liaison roles including field marketing & sales/marketing ops
– Defined common goals, objectives and metrics & implemented cross
functional working teams
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 12
13. How to Prepare
Identify
Goals Test Key Steps
Conversation
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 13
14. Case Study 2
• SITUATION: Transforming into a SaaS vendor
– Challenge: Transitioning whole company and sales/marketing model from
on-premise to SaaS at the same transforming marketing
• SOLUTION: Aligned Sales & Marketing to improve productivity
– Redefined Marketing’s approach to the market. Evolved alignment from
Ambiguous to Aligned by partnering with Sales and being fully transparent
about Marketing successes and failures
• RESULTS: 60% increase in stock price and $200+M SaaS pipeline
– Annual planning is done jointly with Marketing input on Sales targets
– Established joint Sales/Marketing operations for strategy-to-cash metrics
visibility; Sales and Marketing leadership manage by metrics
– Marketing achieved ‘world-class’ rating in Conference Board Market
Leadership independent evaluation
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 14
15. Case Study 2
Collaborative
to
Aligned Aligned
Ambiguous
To • Global, local • Jointly value
Collaborative marketing proposition
Ambiguous • Common • Common
• Redefined processes & terms global
• Regional processes • Campaign2Cash processes
groups • Field Marketing funnel •Joint annual
• Reactive to • Campaigns and • Shared targets planning
Sales lead metrics • Shared metrics •Joint
• No metrics / • Limited disciplined • MBOs set to assignments
lead tracking communication revenue metrics • Job rotation
2005 2006 2007 2008
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 15
16. Making Alignment Stick
Marketing is going to resist
Tie compensation to company pipeline
Sales will think Marketing is ‘theirs’
Set joint metrics, educate, manage perceptions
Partnering with different types of leaders
Establish working councils & joint pipeline review
Expand alignment to include Support & Engineering
Critical to driving faster revenue cycles
Creative destruction of Marketing
Opportunity to define strategy, value and culture
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 16
17. Review
1. Determine company’s stage of alignment
2. Secure executive sponsorship
3. Establish a common vocabulary
4. Define key business processes, hand-offs &
owners
5. Set common marketing & sales goals & metrics
6. Implement activities to drive frequent interaction
7. Tie marketing compensation to revenue targets
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 17
18. Wrap Up
and
Questions?
Christine.crandell@newbizs.com
+1.415.309.7017
Blog: www.christinecrandell.com
Forbes Blog:
blogs.forbes.com/christinecrandell
LinkedIn:
http://www.linkedin.com/in/christinecrandell
Twitter: @chriscrandell
© 2011 NBS Consulting Group, Inc. Tel: 415.309.7017 18
Hinweis der Redaktion Identify what Sales cares about mostKeep the conversation positiveDiscuss alignment in the context of company goals. Outline key steps in the process and who should own themTest your conversation and business case with trusted colleagues and mentorsAdmit to any weaknesses of marketing and its relationship to salesPick the time and a neutral place Field turnover requires a constant education process and the need for field sales championsMissed revenue targets can often trigger a lapse back to a lower alignment stageBuilding and maintaining trust at the account executive level is a constant challengeReorganizing marketing or sales does not produce alignment; a cultural and structural change doesDon’t underestimate the need for emotional commitment and tenacity on the part of sales and marketingStrong, peer relationship between sales and marketing is a critical success factor