Transcript Working with American Express

Bridging The Gap Between
Sales and Marketing
Speakers:
Greg Anyon
Rob Fearn
Peter McPartland
Ian Roe
28th November 2006
The Heath Business And Technical Park
Introduction
Rob Fearn
Chair, CIM Merseyside
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
“Bl**@y! sales”
CIM Member
“Simplifying Key Marketing Messages” Event
4th May 2006
“Bl**@y! marketing”
CIM Member
“Simplifying Key Marketing Messages” Event
4th May 2006
“A WAR!”
Kotler, Rackham and Krishnaswamy
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
A “war” that seriously hurts performance
1
Day
a week
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
So who is prepared to put
the “gun” down first?
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Agenda
1.
2.
3.
4.
5.
Introduction
Understanding the sales process
The current relationship between sales and marketing
Creating a new partnership between sales and marketing
What we can do to check and change our behaviour
Cheshire
Understanding the sales
process
Greg Anyon
CIM Course Director
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Overview
• Protect and grow existing business
• Identify and win new business
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
The physical process
• Identify suspects
• Research
• Qualify to prospect status
• Identify key contacts & DMU’s
• Create contact strategy and
messages
• Initiate contact
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Discover needs
Qualify needs/ create interest
Extract and handle objections
Present proposition
Close for next stage
Negotiate, close and rollout
solution
• Up-sell and cross-sell
• Defend
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Along the way
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Networking
Recommends
Respond to leads
Database suspects and prospects
Territory and time management
Update portfolio knowledge
Create/ utilise promotional campaigns
Relationship development
Cheshire
The current relationship
between sales and marketing
Rob Fearn
Chair, CIM Merseyside
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
A broken process
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Two “different worlds” …
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Sales campaigns
Relationship development
Identifying needs
Contract development
Selling
Reporting and forecasting
Fire fighting
Contract management
Debt management
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Market research
Product development
Message development
Sales collateral
Marketing campaigns
Internet/intranet
Internal/external comms
Press and PR
Trade fairs and events
Corporate hospitality
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
… that just need reconnecting and aligning
Advocacy
Loyalty
The whole
business
Hand-over to the business
Purchase
Purchase intention
Sales
Hand-over to sales
Brand preference
Brand consideration
Marketing
Brand awareness
Customer awareness
Cheshire
Creating a new partnership
between sales and marketing
Peter McPartland
CIM Ambassador, SME
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
The current split between Sales & Marketing
FUNCTION
MARKETING
SALES
FOCUS
ACTIVITY

Research

Plan
Campaign
OPPORTUNITY
REALISATION
DELIVERABLE

Target

Introduce

Engage
Leads

Expose
Pipeline

Propose
Forecast

Close
Order Book
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Sales – a Marketing function!
• Marketing and Sales are not integrated as a process.
• Marketing has little exposure to customers and prospects.
• Marketing has little desire to influence performance of
Sales people
• Marketing is seen as a ‘Cost Centre’.
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Why do we fail in the Sale?

Listen
67%

Ask the right questions
52%

Understand the client’s buying cycle and processes
38%

Understand the history of the relationship
37%

Position themselves against competition
37%

Know their own range
30%

Respond with a proposal
17%
Salesforce: July 2006
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Why do we fail in the Sale?

Listen
67%

Ask the right questions
52%

Understand the client’s buying cycle and processes
38%

Understand the history of the relationship
37%

Position themselves against competition
37%

Know their own range
30%

Respond with a proposal
17%
Salesforce: July 2006
5
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Marketing needs to take responsibility for business
development
FUNCTION
FOCUS
ACTIVITY

Research

Plan
Campaign
OPPORTUNITY
BUSINESS
DEVELOPMENT
REALISATION
DELIVERABLE

Target

Introduce

Engage
Leads

Expose
Pipeline

Propose
Forecast

Close
Order Book
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Taking responsibility
• Communication of Key Messages
• Making it Easier to Buy
• Enhancing the Customer’s Experience
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
1. Communicating key messages
• Only 14% of sales people can
clearly “articulate”:
– What their organisation does?
– Why their organisation is
unique?
– Why a buyer should do
business with them?
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Challenging ourselves and the business
• “The materials many sales
people are given are poorly
developed and lacking in clarity”
Salesforce: June 2005
WHY
• This isn’t on our agenda.
• We don’t know it either.
14%
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Preferred communication styles
Visual People
Auditory People
Kinaesthetic People
Imagery and Colours
Speech
Emotions
Authoritarians
Key Points
Analysers
Facts Logically Presented
Visionaries
Themes
Supporters
Contribute and Personalise
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
2. Making it easier to buy
• Pre sales resource can underpin every sale.
– Makes the cost of sale more expensive.
– Difficult to maintain momentum.
– Risk damaging credibility.
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Business Development
FUNCTION
FOCUS
ACTIVITY

Research

Plan
Campaign
OPPORTUNITY
BUSINESS
DEVELOPMENT
REALISATION
DELIVERABLE

Target

Introduce

Engage
Leads

Expose
Pipeline

Propose
Forecast

Close
Order Book
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Productisation
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Create standard offerings.
Influence the qualification process.
Move from brochure production to proposal production.
Treat the Sales Team as a Customer when developing
Tools.
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
3. Enhancing the customer’s experience
• How we engage can be a differentiator.
• Interrogate the whole Business Development process.
– Test / Measure / Learn
• Familiarise the ‘whole business’ with the process.
– Encourage enquiries from every angle
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Taking responsibility – challenging the business
• Communication of key messages
– Understand the principles of effective “personal” communication
– Develop skills of those interfacing with customers
• Making it easier to buy
– Provide tools for responding to Customer’s throughout the process
– Use as a platform for continuous communication.
• Enhancing the customer’s experience
– Make it easy for the customer to buy
Cheshire
What we can do to check and
change our behaviour
Ian Roe
CIM Ambassador, Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Where do we go from here?
• What is our current situation?
• How can we align sales and marketing?
• How can we stop sales and marketing conflicting?
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Do something different
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Integrate sales and marketing processes
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Our sales figures are usually close to the
sales forecast.
If things go wrong, or results are
disappointing, neither function points
fingers or blames the other.
Marketing people often meet with key
customers during the sales process.
Marketing solicits participation from
Sales in drafting the marketing plan.
Our salespeople believe the collateral
supplied by Marketing is a valuable tool
to help them get more sales.
The sales force willingly cooperates in
supplying feedback requested by
Marketing.
…………………………
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
“To change, or not to change”
Un-Defined
Don’t change if…
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Company is small.
Good informal relationships.
Marketing is still a sales support
function.
Defined
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Tighten the
relationship
between Sales and
Marketing if…
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Conflicts are evident between
the two functions.
There’s duplication of effort
between the functions
The functions compete for
resources or funding
•
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•
move to Defined
Aligned
Products and services are cut and
dried.
Traditional marketing and sales
roles work
No clear and compelling reason to
change.
•
Even with careful definition of
roles, there’s still duplication
The market is commoditized and
makes a traditional sales force
costly.
Products are developed,
prototyped, or extensively
customized during the sales
process.
Product life cycles are shortening
and technology turnover is
accelerating.
•
move to Aligned
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No Culture of shared
responsibility.
Sales and Marketing report
separately.
Sales cycle is short.
A common process or
business funnel can be
created for managing and
measuring revenuegenerating activities.
move to Integrated
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Integration checklist
Integrate activities
Integrate processes and
systems
Enable the culture
Integrate organisational
structures
• Involve Sales and
Marketing in product
planning and in setting
sales targets.
• Involve Sales and
Marketing in generating
value Propositions
• Involve Sales and
Marketing assessing
customer needs.
• Involve Sales and
Marketing signing off on
advertising materials.
• Involve Sales and
Marketing analyzing the
top opportunities by
segment.
• Implement systems to
track and manage joint
activities.
• Utilise and regularly
update shared databases.
• Establish common metrics
for evaluating the overall
success of Sales and
Marketing
• Create reward systems to
celebrate successful
collaboration between
Sales and Marketing
• Meet regularly to review
and improve relations.
• Require Sales and
Marketing heads to attend
each other’s reviews with
the CEO.
• Emphasize shared
responsibility for results
• Emphasize metrics.
• Tie rewards to results.
• Enforce divisions’
conformity to systems and
processes.
• Split Marketing into
upstream and
downstream teams.
• Hire a chief revenue
officer.
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Enough theory – do something practical
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Recognise and accept there may be a problem
Develop an understanding of your sales process
Assess current situation
Identify sales and marketing needs
Develop and agree shared sales and marketing objectives
Define and utilise respective strengths
Build trust
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Enough theory – do something practical
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Build joint sales and marketing plans for growth
Link marketing activities to the sales cycle/process
Develop better insight through talking to real customers
Share and review market analysis, key issues, future
developments.
Differentiate through innovation
Facilitate new/different customer dialogs
Improved marketing messages
Develop sales force market feedback
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Summary – Marketing and Sales …
• Are two parts of the same process that need to be
reconnected
• Need to understand what each can do and how best we
can support each other
• Need to be better integrated with common, shared goals
• Need to align ourselves better and focus more of our
energies on producing joint deliverables that support the
selling process
• Need to take greater responsibility and more active
involvement in the business planning process and the
whole business development activities
Cheshire
Bridging The Gap Between Sales and Marketing
CIM Merseyside and Cheshire
Sources
• CIM North West web-site
“Ending the war between Sales & Marketing”
Philip Kotler, Neil Rackham and Suj Krishnaswamy
http://www.cim-nw.org.uk/handouts.php
• Sales Force Magazine
Cheshire
Thank you