Instructions:
1. Weight the importance for each criteria in the matrix below. Be sure that your total weight equals no more or less than 100%.
2. In the "Assessment (Mktg)" & "Assessment (Sales)" tabs below, rank each scoring criteria on a scale of 1-5 based on your situation.
*Note: The Marketing Department and Sales Department should take the Assessment separately
3. Review the "Alignment Index" and discuss gaps in perception
4. Review "Results & Recos (Mktg)" & "Results & Recos (Sales)" and discuss results and recommendations
Sales & Marketing Alignment Criteria
Weighting Scale
Organizational
Relationships
Metrics and ValueMeasurement
15%
15%
Sales and Marketing Alignment Tool
no more or less than 100%.
e of 1-5 based on your situation.
ions
Lead Generation &
Pipeline Management
Culture
Systems & Technology
Messaging &
Materials
40%
10%
15%
5%
ting Alignment Tool
Total
100%
Sales and Marketing Alignment Tool - Marketing Department Assessment
Use this tool to help you measure your organization's sales and marketing alignment.
Give your organization a score of 1-5 in the categories below to arrive at an overall alignment score (see the Results tab to find recommendations and the Index tab to check results).
Level
Level
Level
Level
Level
1
2
3
4
5
Initial Ad/Hoc Process (poor alignment)
Repeatable/Intuitive Process
Defined/defining Process
Managed & Measured Process
Optimized Process (full alignment)
Organizational Relationships
Score
Understanding of Sales by Marketing
Understanding of Marketing by Sales
Organizational Development, Training, & Learning
Communications Style and Ease of Access
Relationship Definitions
Collaboration, Trust & Credibility
Marketing management lacks understanding of sales function, process, and skills
Limited understanding of sales function by Marketing management
Good understanding of Sales by Marketing management, but less among staff
Understanding of Sales function encouraged among all Marketing staff
Understanding of Sales function/process required by all Marketing staff
Sales Management lack understanding of Marketing best practices
2
3
Limited understanding of Marketing function & role by Sales Management
Understanding of Marketing function & role encouraged among all Sales staff
Understanding of Marketing function & role required for all Sales staff
Casual conversations and meetings on ad hoc basis
Casual conversations and ad hoc meetings among select staff and managers
Newsletters, reports, emails are sent out, some formal meetings between groups
Formal alignment program sponsored by Senior Management
Formal alignment program required - widespread participation across Sales & Mktg
Marketing to Sales only, generally only when new materials/programs roll out
2
3
Marketing to Sales only, somewhat informal, occasionally asking for feedback
Consistent blend of formal & informal among sales and marketing management
Two-way, formal and informal communications, continuous feedback loop
Undefined. Functions have developed independently and are focused on their own tasks
Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations
Defined. Common language, few disputes, regular meetings to clarify mutual expectations
Aligned. Clear but flexible boundaries, common language, joint planning
Integrated. Share systems, performance metrics, and rewards together.
Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common
Relationships are polite but strained, collaboration is rare, groups work in silos
Relationships improving, but open sharing and collaboration is sporadic
Sales & Marketing Management work together well, staff less likely to collaborate
Trust is high. All staff in both groups work well together openly, productively.
Operational Marketing metrics only (email click thru rates etc.)
Marketing metrics and some cost metrics; metrics rarely reviewed
Review and act on marketing, cost, and campaign ROI metrics
Metrics for each process/campaign are defined and measured
Marketing metrics analyzed to inform resource allocation decisions
Marketing campaigns & investments measured rarely, if ever
Cost/Lead, Cost/Sale measured, but rarely reviewed
Review and act on ROI and cost metrics for all marketing efforts
Measure Return on Customer (net present value of customer base)
Balanced Scorecard to set objectives, measures, targets, initiatives
Value of Marketing investments rarely measured by Sales
2
3
Sales/Marketing metrics not linked, no cause-effect relationships
Metrics formally linked, reviewed, major issues acted upon
Marketing/Sales metrics are used together to provide predictive insight
None
Sporadic projects/events in place to improve sales & marketing alignment
May benchmark alignment formally, but benchmarks are seldom acted upon
Routinely benchmark sales & marketing alignment and act upon insights
Alignment benchmarks, initiatives, & progress are required
Very little/no forecasting
2
3
Sales figures are dramatically higher or lower than forecast
Sales figures are often close to the forecast, but not always
Sales figures are usually close to the forecast
Good understanding of Marketing function & role by Sales Management
Consistent two-way, formal communications around specific activities & programs
Justification
Metrics & Value-Measurement
Score
Campaign ROI Maturity
Marketing Metrics Maturity
Link between Marketing and Sales Metrics
Alignment Improvement Practices
Financial Performance
Metrics becoming linked and understood by Marketing & Sales
Sales forecasting is improving and variances are getting smaller
Justification
Lead Generation & Pipeline Management
Score
Demand Generation
Lead Scoring & Management
Pipeline Reporting & Visibility
No demand generation campaigns, Sales develops their own leads
Marketing demand generation and sales demand generation happen separately
Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on
Marketing executes demand generation, qualified leads are passed on and sales follows up
Synchronized demand generation program managed dually by sales & marketing
No lead scoring or qualification - all leads get passed to sales
2
3
Leads are qualified by Marketing, but sales does not systematically work them
Formal shared lead definitions and processes for passing leads to sales
Optimized lead scoring & management process with formal processes in place
We have no formal pipeline reporting
Sales informally reports pipeline information, but Marketing is not involved
Sales management shares formal pipeline reports with marketing management
Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness
Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process
Marketing & Sales report up through siloed executives
Marketing & Sales executives report to the same senior leader, but do not collaborate
Improving lead qualification and pass-along process, but leads are not always worked
Justification
Culture
Score
Executive Alignment
Justification
Executive Alignment
Shared Risks and Rewards
Marketing-Sales Relationship
Relationship/Trust Style
Marketing & Sales executives are starting to work more collaboratively
Marketing & Sales executives are close partners and collaborators
Marketing & Sales report to a common executive
Very little risk being taken on either side, rewards not tied to joint success
2
3
One side takes all the risk, rewards are shared
Risks and rewards are always shared between Sales & Marketing
Managers on both sides share in risks and rewards
Finger pointing, blame and battles for power and resources are common
2
3
Marketing-business relationship isn't managed or is non-existent
Mostly collaborative and cooperative relationship, proactively working together
Sales and Marketing share a strong "We rise or fall together culture"
Consistent conflict and mistrust between Marketing & business
Transactional relationship between Marketing & Sales, occasional conflict
Marketing becoming a valued service provider and relationships are strengthening
Long-term partnership is emerging as credibility is increased on both sides
Marketing and Sales are trusted partners and collaborate closely on all fronts
No marketing automation, campaigns are ad hoc, project driven, or by request
2
3
Processes are becoming defined, technology is used sporadically
Process metrics exist and are benchmarked and reviewed often
Real-time messaging, lead scoring & nurturing, closed loop systems
No Sales Automation system in place
Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by sales
Sales automation system in place, use required - some data is inconsistent, missing, outdated
System in place, widely used by sales, data is reliable and current
Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection
Systems are disparate and siloed. Access is ad hoc and manual
2
3
Systems are siloed. Standard reports are automated, but rarely used
Major systems are integrated and key reports are automated & widely used for decision-making & forecasting
Shared view of customer for sales & marketing. Data is complete, current, and clean
Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling
Processes are becoming defined, technology is used sporadically
Technology is implemented to automate key marketing processes
Process metrics exists and are benchmarked and reviewed often
Sales & Marketing have a single, shared view of customer data and automated or formal processes
Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field
2
3
Marketing collateral is distributed by marketing, sometimes used
Sales has input on collateral, mostly satisfied -- collateral is consistently used
Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used
Sales messaging in the field is completely different than the official marketing messages
Sales is aware of the official marketing message, but often chooses different/old messages in the selling process
Sales is beginning to integrate marketing and brand messages into their sales discussions
Sales often echoes marketing messages, but not always
Sales and marketing messages are completely in sync
Marketing and Sales start sharing risks and rewards
Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution
Systems & Technology
Score
Marketing Automation
Sales Automation
System Integration
Access to Data & Data Management
Technology is implemented to automate key marketing processes
Beginning to link systems to provide a shared view of customer & sales data
Justification
Messaging & Materials
Score
Marketing Materials & Collateral
Messaging & Brand
Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing
Justification
Sales and Marketing Alignment Tool - Sales Department Assessment
Use this tool to help you measure your organization's sales and marketing alignment.
Give your organization a score of 1-5 in the categories below to arrive at an overall alignment score (see the Results tab to find recommendations and the Index tab to check results).
Level
Level
Level
Level
Level
1
2
3
4
5
Initial Ad/Hoc Process (poor alignment)
Repeatable/Intuitive Process
Defined/defining Process
Managed & Measured Process
Optimized Process (full alignment)
Organizational Relationships
Score
Understanding of Sales by Marketing
Understanding of Marketing by Sales
Organizational Development, Training, & Learning
Communications Style and Ease of Access
Relationship Definitions
Collaboration, Trust & Credibility
Marketing management lacks understanding of sales function, process, and skills
Limited understanding of sales function by Marketing management
Good understanding of Sales by Marketing management, but less among staff
Understanding of Sales function encouraged among all Marketing staff
Understanding of Sales function/process required by all Marketing staff
Sales Management lack understanding of Marketing best practices
2
3
Limited understanding of Marketing function & role by Sales Management
Understanding of Marketing function & role encouraged among all Sales staff
Understanding of Marketing function & role required for all Sales staff
Casual conversations and meetings on ad hoc basis
Casual conversations and ad hoc meetings among select staff and managers
Newsletters, reports, emails are sent out, some formal meetings between groups
Formal alignment program sponsored by Senior Management
Formal alignment program required - widespread participation across Sales & Mktg
Marketing to Sales only, generally only when new materials/programs roll out
2
3
Marketing to Sales only, somewhat informal, occasionally asking for feedback
Consistent blend of formal & informal among sales and marketing management
Two-way, formal and informal communications, continuous feedback loop
Undefined. Functions have developed independently and are focused on their own tasks
Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations
Defined. Common language, few disputes, regular meetings to clarify mutual expectations
Aligned. Clear but flexible boundaries, common language, joint planning
Integrated. Share systems, performance metrics, and rewards together.
Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common
Relationships are polite but strained, collaboration is rare, groups work in silos
Relationships improving, but open sharing and collaboration is sporadic
Sales & Marketing Management work together well, staff less likely to collaborate
Trust is high. All staff in both groups work well together openly, productively.
Operational Marketing metrics only (email click thru rates etc.)
Marketing metrics and some cost metrics; metrics rarely reviewed
Review and act on marketing, cost, and campaign ROI metrics
Metrics for each process/campaign are defined and measured
Marketing metrics analyzed to inform resource allocation decisions
Marketing campaigns & investments measured rarely, if ever
Cost/Lead, Cost/Sale measured, but rarely reviewed
Review and act on ROI and cost metrics for all marketing efforts
Measure Return on Customer (net present value of customer base)
Balanced Scorecard to set objectives, measures, targets, initiatives
Value of Marketing investments rarely measured by Sales
2
3
Sales/Marketing metrics not linked, no cause-effect relationships
Metrics formally linked, reviewed, major issues acted upon
Marketing/Sales metrics are used together to provide predictive insight
None
Sporadic projects/events in place to improve sales & marketing alignment
May benchmark alignment formally, but benchmarks are seldom acted upon
Routinely benchmark sales & marketing alignment and act upon insights
Alignment benchmarks, initiatives, & progress are required
Very little/no forecasting
2
3
Sales figures are dramatically higher or lower than forecast
Sales figures are often close to the forecast, but not always
Sales figures are usually close to the forecast
Justification
Good understanding of Marketing function & role by Sales Management
Consistent two-way, formal communications around specific activities & programs
Metrics & Value-Measurement
Score
Campaign ROI Maturity
Marketing Metrics Maturity
Link between Marketing and Sales Metrics
Alignment Improvement Practices
Financial Performance
Metrics becoming linked and understood by Marketing & Sales
Sales forecasting is improving and variances are getting smaller
Justification
Lead Generation & Pipeline Management
Score
Demand Generation
Lead Scoring & Management
Pipeline Reporting & Visibility
No demand generation campaigns, Sales develops their own leads
Marketing demand generation and sales demand generation happen separately
Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on
Marketing executes demand generation, qualified leads are passed on and sales follows up
Synchronized demand generation program managed dually by sales & marketing
No lead scoring or qualification - all leads get passed to sales
2
3
Leads are qualified by Marketing, but sales does not systematically work them
Formal shared lead definitions and processes for passing leads to sales
Optimized lead scoring & management process with formal processes in place
We have no formal pipeline reporting
Sales informally reports pipeline information, but Marketing is not involved
Sales management shares formal pipeline reports with marketing management
Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness
Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process
Marketing & Sales report up through siloed executives
Marketing & Sales executives report to the same senior leader, but do not collaborate
Improving lead qualification and pass-along process, but leads are not always worked
Justification
Culture
Score
Executive Alignment
Justification
Executive Alignment
Shared Risks and Rewards
Marketing-Sales Relationship
Relationship/Trust Style
Marketing & Sales executives are starting to work more collaboratively
Marketing & Sales executives are close partners and collaborators
Marketing & Sales report to a common executive
Very little risk being taken on either side, rewards not tied to joint success
2
3
One side takes all the risk, rewards are shared
Risks and rewards are always shared between Sales & Marketing
Managers on both sides share in risks and rewards
Finger pointing, blame and battles for power and resources are common
2
3
Marketing-business relationship isn't managed or is non-existent
Mostly collaborative and cooperative relationship, proactively working together
Sales and Marketing share a strong "We rise or fall together culture"
Consistent conflict and mistrust between Marketing & business
Transactional relationship between Marketing & Sales, occasional conflict
Marketing becoming a valued service provider and relationships are strengthening
Long-term partnership is emerging as credibility is increased on both sides
Marketing and Sales are trusted partners and collaborate closely on all fronts
No marketing automation, campaigns are ad hoc, project driven, or by request
2
3
Processes are becoming defined, technology is used sporadically
Process metrics exist and are benchmarked and reviewed often
Real-time messaging, lead scoring & nurturing, closed loop systems
No Sales Automation system in place
Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by sales
Sales automation system in place, use required - some data is inconsistent, missing, outdated
System in place, widely used by sales, data is reliable and current
Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection
Systems are disparate and siloed. Access is ad hoc and manual
2
3
Systems are siloed. Standard reports are automated, but rarely used
Major systems are integrated and key reports are automated & widely used for decision-making & forecasting
Shared view of customer for sales & marketing. Data is complete, current, and clean
Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling
Processes are becoming defined, technology is used sporadically
Technology is implemented to automate key marketing processes
Process metrics exists and are benchmarked and reviewed often
Sales & Marketing have a single, shared view of customer data and automated or formal processes
Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field
2
3
Marketing collateral is distributed by marketing, sometimes used
Sales has input on collateral, mostly satisfied -- collateral is consistently used
Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used
Sales messaging in the field is completely different than the official marketing messages
Sales is aware of the official marketing message, but often chooses different/old messages in the selling process
Sales is beginning to integrate marketing and brand messages into their sales discussions
Sales often echoes marketing messages, but not always
Sales and marketing messages are completely in sync
Marketing and Sales start sharing risks and rewards
Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution
Systems & Technology
Score
Marketing Automation
Sales Automation
System Integration
Access to Data & Data Management
Technology is implemented to automate key marketing processes
Beginning to link systems to provide a shared view of customer & sales data
Justification
Messaging & Materials
Score
Marketing Materials & Collateral
Messaging & Brand
Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing
Justification
Sales & Marketing Alignment
Marketing
Organizational Relationships
4.3
Metrics & Value-Measurement
4.0
Lead Generation & Pipeline Management
2.3
Culture
2.8
Systems & Technology
3.0
Messaging & Materials
2.5
65.06
Weighted Sales & Marketing Alignment Score (out of 100)
5
19.75
Sales and Marketing Alignment Tool
Sales
Sales & Marketing Alignment Index
1.8
1.8
1.3
Organizational Relationships
4.3
Messaging & Materials
Metrics & Value-Measurement
Systems & Technology
Lead Generation & Pipeline Management
4.8
1.0
C ulture
46.84
19.75
Sales and Marketing Alignment Tool
ignment Index
elationships
Metrics & Value-Measurement
Lead Generation & Pipeline Management
Sales and Marketing Alignment Tool - Marketing Results and Recommendations
DO NOT ENTER VALUES INTO THIS SPREADSHEET.
Scores
Recommendations
Organizational Relationships
Understanding of Sales by Marketing
Understanding of Marketing by Sales
Organizational Development, Training, & Learning
Communications Style and Ease of Access
Relationship Definitions
Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Collaboration, Trust & Credibility
Organizational Relationships Maturity Average
4.33
Metrics & Value-Measurement
Campaign ROI Maturity
Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets
Marketing Metrics Maturity
Link between Marketing and Sales Metrics
Alignment Improvement Practices
Financial Performance
Metrics & Value-Measurement Maturity Average
4.00
Lead Generation & Pipeline Management
Demand Generation
Lead Scoring & Management
Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Pipeline Reporting & Visibility
Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Lead Generation & Pipeline Management Maturity Average
2.33
Culture
Executive Alignment
Shared Risks and Rewards
Marketing-Sales Relationship
Relationship/Trust Style
Culture Maturity Average
3
2
3
3
Engage senior management in directing collaborative work sessions, projects, and expectations
Establish shared reward system, and work to collaborate and share risk
Create opportunities for pro-active sales & marketing collaboration projects
Work on relationships and shared rewards/risks to establish trust and dependency between groups
2.75
Systems & Technology
Marketing Automation
Identify need and resources available to create marketing automation. Research best practices.
Sales Automation
System Integration
Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.
Access to Data & Data Management
Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity.
System & Technology Maturity Average
3.00
Messaging & Materials
Marketing Materials & Collateral
Messaging & Brand
Messaging & Materials Maturity Average
Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually
being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.
Communicate brand messaging, rationale, and related research to sales regularly and consistently.
2.50
Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards
Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports
Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets
Review ROI metrics regularly and adjust resource allocation accordingly
Create 2-3 shared metrics, targets and tie targets to shared rewards
Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement
Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast
Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods
Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Engage senior management in directing collaborative work sessions, projects, and expectations
Establish shared reward system, and work to collaborate and share risk
Create opportunities for pro-active sales & marketing collaboration projects
Work on relationships and shared rewards/risks to establish trust and dependency between groups
Identify need and resources available to create marketing automation. Research best practices.
Identify need and resources available to create sales automation. Research vendors & best practices.
Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.
Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity.
Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.
Communicate brand messaging, rationale, and related research to sales regularly and consistently.
Sales and Marketing Alignment Tool - Sales Results and Recommendations
DO NOT ENTER VALUES INTO THIS SPREADSHEET.
Scores
Recommendations
Organizational Relationships
Understanding of Sales by Marketing
Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue
Understanding of Marketing by Sales
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing
cycle
Organizational Development, Training, & Learning
Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards
Communications Style and Ease of Access
Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports
Relationship Definitions
Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Collaboration, Trust & Credibility
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing
cycle
Organizational Relationships Maturity Average
1.83
Metrics & Value-Measurement
Campaign ROI Maturity
Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets
Marketing Metrics Maturity
Review ROI metrics regularly and adjust resource allocation accordingly
Link between Marketing and Sales Metrics
Create 2-3 shared metrics, targets and tie targets to shared rewards
Alignment Improvement Practices
Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement
Financial Performance
Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and
forecast
Metrics & Value-Measurement Maturity Average
1.80
Lead Generation & Pipeline Management
Demand Generation
Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during
campaign periods
Lead Scoring & Management
Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Pipeline Reporting & Visibility
Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Lead Generation & Pipeline Management Maturity Average
1.33
Culture
Executive Alignment
Shared Risks and Rewards
Marketing-Sales Relationship
Relationship/Trust Style
Culture Maturity Average
4
4
4
5
0
0
0
0
4.25
Systems & Technology
Marketing Automation
Sales Automation
System Integration
Access to Data & Data Management
System & Technology Maturity Average
4.75
Messaging & Materials
Marketing Materials & Collateral
Messaging & Brand
Messaging & Materials Maturity Average
Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually
being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.
Communicate brand messaging, rationale, and related research to sales regularly and consistently.
1.00
Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards
Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports
Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets
Review ROI metrics regularly and adjust resource allocation accordingly
Create 2-3 shared metrics, targets and tie targets to shared rewards
Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement
Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast
Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods
Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Engage senior management in directing collaborative work sessions, projects, and expectations
Establish shared reward system, and work to collaborate and share risk
Create opportunities for pro-active sales & marketing collaboration projects
Work on relationships and shared rewards/risks to establish trust and dependency between groups
Identify need and resources available to create marketing automation. Research best practices.
Identify need and resources available to create sales automation. Research vendors & best practices.
Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.
Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity.
Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.
Communicate brand messaging, rationale, and related research to sales regularly and consistently.
