marketing-strategy-aligned-with-sales-strategy

 

Your marketing strategy is a key input into hitting the company’s revenue growth objectives. It must be in alignment with the corporate strategy. It must build demand for the company’s products. And it must set the sales strategy up for success.

 

How do best-in-class marketing leaders set the direction for their department? There are several key pieces to consider when defining how your marketing strategy will help generate revenue.

 

Creating Compelling Content

One key piece is the organization’s content marketing strategy. Producing enough content is hard enough. But the demand, coupled with the audiences’ short attention span is a brutal one-two punch. How can marketing leaders be expected create enough compelling content?

 

First, marketing executives need to spend time in the field. They need to be where the action is and understand what is important to customers and prospects. Unfortunately, too often marketing leaders are stuck in the office, with little interaction with those that buy their products and services. This makes it difficult to produce content your audience will care about. You’re flying blind.

 

Additionally, marketing leaders need to look to their sales peers for guidance. How and why are they using the content during the buying and selling process? If the two departments are not in alignment, content will be misdirected, or incorrectly designed causing the buyer experience to be incomplete.

 

At the end of the day, marketing teams need a content execution plan within their marketing strategy that moves buyers to action. Content can, and should be, a point of agreement and collaboration between marketing and sales.

 

The Role of Field Marketing

Another key piece to consider in your marketing strategy is field marketing. What role should field marketing play in your marketing strategy? Too often field marketing is caught in the middle of sales and marketing. This conflict leads to ineffective use of your resources.

 

Instead, ensure your field marketing team is optimized. There are 3 dimensions to consider when it comes to field marketing:

 

  1. Compensation – consider compensating your field marketing people based upon the number of quality leads they generate. Are they deployed in the key personas, and members of the buying decision team?
  2. Responsibilities – limit the duties of field marketing to the specific actions, such as event support, product launch support, early stage demand, and demand inside existing accounts.
  3. Active engagement – ensure there is active engagement and alignment between the senior marketing management and the local field staff. This communication is critical to the success of field marketing teams.

     

Marketing plans need to include effective field level execution to maximize lead flow. To do this effectively, you must ensure your marketing strategy clearly defines the role of field marketing.

 

Ultimately, your strategy needs to set the sales team up for success. The two functions must be in strategic alignment. As a marketing leader, give your team the best chance to be successful by working collaboratively with your sales counterpart. Then, and only then, will you produce a marketing strategy that will help your organization make their number.

 

ABOUT THE AUTHOR

Kevin Avery

Challenges clients to design and implement innovative practices.
Learn more about Kevin Avery >

Prior to SBI, Kevin held leadership positions in sales, marketing, business and channel development in the high tech industry, concentrating in the Contact Center and Collaboration software.

 

Kevin was an A-Player salesperson who transitioned successfully into leadership. At Cisco Systems, his Enterprise Area sales team drove double-digit growth, with annual bookings exceeding $120MM. As Strategy leader for Cisco’s Contact Center and Collaboration specialist sales groups, he devised, designed and coached a competitive displacement sales program that netted over $125MM bookings with a 90% win rate and zero no-decisions. Kevin’s experience prior to Cisco at Spanlink – a packaged and custom software company and reseller-integrator – began at near-startup stage. Leading the sales team out of the company’s IPO, he grew revenues by 50%, then closed an OEM agreement with a $70M+ lifetime value. When the 2001 tech bubble burst, resulting in dissolving a $130M acquisition, he was instrumental in refitting and relaunching the company.

 

Read full bio >