It goes without saying (at least I hope it does) that to be
effective, the relationship between marketing and sales demands close cooperation.
Yet even as the most critical of a company’s interactions, marketing and sales are
often at each other’s backs, placing blame, demanding action, and generally
acting worse toward one another than they do to the competition.
The metaphor I like to use to describe a well-functioning
sales and marketing organization isn’t a Kumbaya campfire, but a relay race. In
this example, marketing hands off sales tools and campaign leads, with sales taking
the hand-off and running toward the finish line – the completed sale. Yet as
simple as this example is, anyone familiar with track knows that the hand-off is
the most difficult part of the race.
Before taking the hand-off, the runner ahead (sales) must
start getting up to speed. The runner behind (marketing) therefore, needs to
share plans and metrics so sales knows what to expect and can begin to prepare
their customers, prospects, and accurately complete their forecasts. Efficiencies are lost when these
racers aren’t fully aware of where the other is on the track; that is, salespeople
are accidentally or purposefully unaware of what marketing objectives are, when
campaigns are running, and what to expect in terms of number and quality of
leads.
Further, in relay races, there is only a set amount of track
space allowed to make the transfer – racers must understand the distance each
racer will run. In my example, if sales expects marketing to qualify leads
further or marketing expects sales to follow-up on leads in a certain
timeframe, the baton can be passed too soon or too late, outside the zone,
resulting in missed sales opportunities.
Even when the runners are up to speed and the transfer is
made, disconnects between objectives, targets, and priorities can cause our
metaphorical baton to be dropped and take an organization out of the race altogether.
Marketing is in charge of evaluating the market and strategizing initiatives,
but always with the input of sales so common targets, messages, objectives and
timing can be established. This needs to be done quarterly to not only stay
aligned, but to evaluate what is and isn’t working.
Relays are the most team-intensive sport in track, and
therefore are won only when every participant is not only performing at their
best, but makes certain that they’ve passed and received the baton smoothly
between team members. To do well, marketing and sales need to do their best
individually. But to win, marketing and sales need to cooperate as a team.
