7 Steps To Alignment Webcast 101911 Handout
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Webinar presentation on resolving Sales and Marketing alignment.
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7 Steps To Alignment Webcast 101911 Handout
- 1. 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