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When Life Flips You Sales and Marketing Bird Poop

Well, it finally happened.

Something I’d been dreading for two years FINALLY came to pass. And, as is usual when something stupid happens, there’s powerful, sales and marketing lesson in it.

Here’s the story:

Since moving to the coast 2 years ago, I’ve made it a habit (when it’s not raining, at least) to walk my dog on the beach.

And each time we get there, we have to walk past this giant group of seagulls. And each time we approach them, they go crazy, flying around all over the place. And each time I KNOW they’re gonna take a dump (i.e. poop) on me.

Well guess what?

Last Friday, it finally happened. A big gooping mess flew right onto my sleeve.

Uhg.

Anyway, here’s why you should care:

This kinda-sorta happens in sales and marketing, too. No matter who you are… or how SUCCESSFUL you are… you are always going to be faced with things you dread in business.

Something annoying you KNOW is coming… eventually.

The “marketing bird poop” that, as much as you wish otherwise, is going to land smack dab on you one way or another.

Maybe it’s an objection you’ve been scared to death someone will ask. Or you’ll get a question you feared answering because you don’t know the answer. Or perhaps you will deal with a client who’s a pain in the rear you have to “fire.”

Look, business bird poop can take any number of forms.

And it always sucks when it lands on you.

But you know what I discovered?

When that bird poop landed on me, after 2 years of KNOWING it was going to happen, it wasn’t that big a deal.

For one thing, it landed on my sleeve. It could’ve been worse — and landed in my face, right? And it just wasn’t a big thing at all. I simply went home, took the shirt off, and went about my day.

It’s the same in your business, too.

When bird poop hits you (and it WILL) be thankful it wasn’t worse. Just take off your shirt, throw it away and move on.
Do that and next time you probably won’t dread it.

In fact, you’ll laugh at it.

The Love-Hate Relationship Between Sales and Marketing

It’s frustrating to see when two people who have so much in common – the same interests, the same sense of humor, the same goals – never become a couple. The same heartbreak often occurs among sales and marketing teams.

In order for a fulfilling relationship to be sustained over the long-term (yes, a technical description of a romantic concept), there needs to be strong communication. Similarly, achieving alignment between marketing and sales departments is the largest opportunity for improving business performance today, and it all comes down to communication between the two groups. They need to speak the same language.

But that is easier said than done. While both departments are highly dependent on each other, they can also have different motivations and metrics – and that’s a significant problem – since the only metric in the end that really counts is revenue. The two groups can have conflicting perspectives on what it takes to achieve long-term revenue goals. For example, the sales department often has a short-term focus because of the pressure of making quarterly revenue targets. Marketing not only has to support these revenue targets but also has to generate awareness and leads to fuel the sales engine in subsequent quarters. This is why it is not always ideal for an organization’s marketing department to report directly to the sales VP. Ultimately future growth can be compromised by the demand for short-term revenue.

So how do you marry the two so that everyone is happy, including the bottom-line?

Marketing and sales can work together more effectively by collaborating and gaining insight into each other’s success metrics. In the most productive scenario, good marketing will ENABLE the sale. Marketing draws customers’ attention, describes the offer and explains the value. But let’s face it – marketing needs sales to nurture the relationship, build a business case and close the deal. Without sales, there probably won’t be a sale. And marketing exists to make the sales process easier so the company makes more sales.

It all comes down to communication.

“Integration is not a dreamland of endless possibilities with revolutionary marketing results at the end of a rainbow. It’s an ongoing process made up of many discrete but valuable steps, each contributing to the greater cause.”

If you’ve ever heard a good piano player, you know that by themselves they can create beautiful music. But, combine the piano with a guitar, saxophone, vocalist and a few other pieces. Suddenly, you have a richer and more powerful sound.

Similarly, marketing tools may deliver one level of results when used alone or independent of each other. However, when you combine the tools into an integrated marketing plan – a cohesive symphony of marketing efforts with coordinated timing and consistent messaging – the synergy increases results dramatically.

The goal is to make all aspects of marketing communication media work together as a unified force, rather than allowing each to work in isolation, which maximizes their cost effectiveness.

5 Tips for Improving the Sales and Marketing Relationships

There is a perception that sales and marketing cannot get a long. In some instances, this may certainly be true, but with proper coordination and planning, even the most harden relationship can become a positive force for collaboration within your organization. Much like any relationship, it takes both sides to want to participate, and requires that one side take the first step to initiate change.

If there is a riff between marketing and sales, it most likely stems from different interpretations of the roles and responsibilities as they relate to lead generation. Ownership of the process certainly plays a part, but other factors clearly influence the ability of either side to accept the other side’s critical importance in its success. To minimize these issues, here are five steps marketing can take to ensure a smooth transition of leads while at the same time improving their sales relationship.

Agree Upon Lead Qualification Criteria At the heart of these issues surrounding lead generation are the criteria for determining a quality lead and at what point sales needs to take ownership of the opportunity. As the initiators of the process, it is imperative that marketing take as much responsibility for the success of the lead generation program.

The first step in this process is overcoming this issue of lead criteria. This can be a delicate matter for new companies or markets that are still developing a clear persona of the ideal customer. It is not however an impossible mission when both parties work together and are willing to accept that they have a role in defining and agreeing upon the criteria. For marketing to be successful, it is vital to have this criteria clearly documented with several examples available, if possible, to reference. Additionally, marketing must make certain it has sales buy-in in regards to the level of qualification required and at what point they will take over the relationship.

Under Promise and Over Deliver At the early stages of a lead generation program, it is important that marketing not over commit or under deliver. In fact, every effort should be made to ensure that leads delivered to sales during the “honeymoon period” of a new lead generation program exceed the expectation of sales.

This may seem counter intuitive, when sales departments are screaming for more leads. The reality however is that sales only want more leads if they are of good quality. Hence, the type of leads you produce during the early phases of a lead generation program will set the expectations for the life of that program. In this scenario, delivering more, lower quality leads may be counter productive in improving relations because it will unintentionally lower the perceived value of marketing’s effectiveness over time. This in turn will eventually result in fewer leads being actively worked by the sale team and negatively influence all other interaction between the two organizations.

Implement a Lead Nurturing Program Quality of leads is by far the most important influencer available to marketing in regards to fostering a positive relationship with sales. To improve the quality of leads, implementation of a lead nurturing program is essential. This will allow the marketing department to better profile prospects and move them further along the sales process. This may initially result in fewer, higher quality opportunities, but it will also allow your sales team to focus on closing business, rather than re-qualifying prospects.

Implementing a lead nurturing program has numerous benefits, all of which will contribute to supporting a healthy relationship with sales including:

  • Quickly identifying immediate opportunities during the critical early stages of a lead generation program.
  • Keeping the sales organization activity engaged by delivering a steady stream of quality leads.
  • Allowing marketing to adjust their lead criteria based on feedback from sales review of initial leads.
  • Increasing the number of leads delivered to sales in the long-term.

Improve the Quality of Your Lead Report Closely linked to this improvement in lead quality is the amount of information you can collect and share with your sales organization. This information should be captured in as much detail as possible and organized in a logical way in a lead report that is presented to the sale team for follow-up.

The benefit of this approach is fourfold. First, it creates concrete documentation of the lead and the details that demonstrate that it has met your pre-agreed upon qualification criteria. Secondly, it significantly simplifies the understanding of the potential for this specific lead to turn into a viable sales opportunity. Third, it enables marketing to pass along a historical record of conversations with the prospect, personal details about the prospect that are not particular to the qualification criteria but helpful in forming a bond with the prospect. And finally, it clearly demonstrates to the sales organization the level of commitment put in by marketing to produce better quality leads.

Collaborate on the Lead Handoff
The lead report is only one element of a successful lead handoff. This is particularly true if you’ve implemented a lead nurturing program for a complex sale cycle in which a relationship between the marketing lead generation team and the prospect may have existing for many months.

In these instances, a coordinated handoff that includes marketing and sales on one or more phone calls to introduce key players and transition account ownership may be required. For most organization, this probably includes setting the appointment and allowing the marketing representative to provide introductions and explain the involvement of more senior players as a way to more appropriately meeting the customer’s growing needs. Once this is sufficiently accomplished, the marketing team can slowly remove themselves from the engagement while the sales team takes over.

Systematic Lead Tracking
The final element necessary to promoting a healthy relationship between sales and marketing is the implementation of a systematic lead tracking solution that covers the entire lifecycle of a prospect from origin through sale (or loss).

Simplifying this process is the prevalence of Customer Relationship Management (CRM) solutions such as Salesforce.com which captures sales progress data. If this data isn’t readily available, marketing should establish a process for circling back with sales team members as well as prospects to validate lead follow-up. Care however needs to be taken to first, protect the customer experience during what could be active sales opportunity; second, protect the image of the sales person in the eyes of the prospect; and third, to minimize the requirements of time placed on the individual sales team members to provide this information.

An optimal solution leverages the coordinated handoff to ensure timely lead follow-up, and then regularly scheduled meetings with individual sales members to review the progress of all leads delivered. To be successful with this follow-up, follow these simple rules:

  • Do this once a month at most, less often if possible. Time is money for a sales person and complex sales cycles can last a very long time. Less frequent, more complete updates are better.
  • Do one-on-one meetings with individual sales people. This will allow you to focus on getting the information you need, building a personal relationship with the sales person and obtaining feedback on the quality of the lead and how it could be improved in the future.
  • Do lead reviews in-person or over the phone. People are notoriously stingy with information and putting something in writing is much more difficult than giving verbal explanations. Avoid asking for updates via email because this creates extra work for the sales person and will eventually be perceived as a drain on their time.
  • Share lead reports with sales management and team member. While capturing the information verbally, confirm the results with sales people and then sales management in writing. This will ensure that everyone is on the same page and that there won’t be surprises later on if things change.

Take Responsibility As we stated at the beginning of the article, both sides need to participate to make the sales and marketing relationship flourish. Marketing, as the initiators of the lead generation process, is ideally situated to setting the foundation for that relationship. By stepping up and taking responsibility for improving their own performance, marketing can demonstrate their own value to sales and thus, promote positive interaction that will ultimately result in a favorable relationship.