Marketing and sales: knowledge is king
Ideally, in every commercial organisation, sales and marketing work closely together. This is, of course, because both disciplines are entirely focused on “the customer.” The customer is key, always and in every organisation. And sales and marketing know the customer like no one else. Customer conversations, market research, and media are the most obvious sources of information, and all findings are shared with each other. This is how the best strategy, the best campaign, and the best customer interaction are created. Or is it…?
Consultative selling, a customer centric approach
Customers appreciate it when suppliers truly understand what matters to them. They don’t want to waste time on irrelevant questions, offers, or generic requests. Relevance and genuinely adding value as a supplier, that’s what customers find important. Good salespeople sense this intuitively. They know what concerns the customer, what the pain points and priorities are, and what the customer truly needs.
The power of great questions
Armed with the right answers, but especially with the right questions, a salesperson can pursue success. Good questions not only showcase the salesperson’s knowledge but also make discussions between the seller and the customer more relevant. They highlight where the selling organisation can add value because good advice is always appreciated. Bingo! The door is open, and the opportunity is created. Now it’s time to seize it.
The salesperson must do their homework and adapt quickly: What customer and market developments are occurring? What is their impact, and how can our products and services provide a solution for our customer?
Knowledge is King
Knowledge is the cornerstone of relevant customer conversations. It is also essential for effective market communications. After all, if the message misses the mark, no doors will open. This raises a challenging question: what is the common denominator that resonates with customers?
Gathering this knowledge can be done in several ways. Keeping up with periodic news across various media channels is almost a prerequisite, and extensive research from reputable institutes is readily available. However, one of the simplest and most obvious methods to uncover relevant market developments and priorities is through the customer, either directly or indirectly.
Collaboration
This is where marketing and sales come together. An indirect way to identify the broader common market denominators is by discussing trends and developments as a team. Together, they can determine which trends are the most relevant to focus on, aligning customer needs with the organisation’s products and services. This collaborative approach creates opportunities.
External sources complement this process well or can confirm that the team is on the right track. However, the most important of these external sources is, of course, the customer. Not only can the customer validate the direction, but they can also indicate which messages resonate and open doors. While customers share a lot online, don’t overlook the value of a direct conversation between marketing and the customer. For a customer, it can be highly beneficial to share how satisfied, or unsatisfied, they are. It’s a win-win for both sides.
Account Based Marketing
This knowledge benefits not only marketing but also sales, enabling both disciplines to thrive. The collaboration between the two isn’t limited to sharing market insights; it also provides valuable account-level insights. This brings us to the next element of their partnership: Account-Based Marketing (ABM).
ABM involves tailoring broader marketing activities specifically for individual accounts (1:1) and initiating new account-focused marketing and sales activities. The ultimate goal is, of course, to strengthen relationships with these customers and create new sales opportunities.
Commitment and ROI
Well-executed Account-Based Marketing (ABM) is highly appreciated by customers. They see themselves reflected in the personalised materials, feel understood, and do not waste time on irrelevant content or meaningless conversations. This approach pays off with new sales opportunities and an increased chance of success.
However, not every organisation is equipped to implement effective ABM. A successful ABM strategy, preceded by a realistic account plan, requires significant time investment and must be evaluated in terms of commitment and return on investment (ROI). Can sales and marketing jointly commit the time and resources necessary for tools that drive commercial success? What is the actual return from account-specific visuals, events, or reports?
Continuity
Depending on the ROI, the available time of the teams could also be allocated to a small, homogeneous group of clients (1:few). A key condition for both ABM approaches is continuity. The teams must have the perseverance to create a well-oiled process and eventually reap the rewards. Transitioning from account planning to a continuous flow of relevant materials can be quite challenging and requires considerable coordination.
Love-hate relationship
The need for perseverance often poses a challenge. When quick results are not achieved in either the streamlined process or the commercial successes, frustration and finger-pointing tend to arise. Marketing is frequently blamed for not delivering the right tools promptly, while sales is too preoccupied with short-term actions or fails to follow up with clients.
Sales and marketing often find themselves in a love-hate relationship. They recognise and appreciate the value the other brings, but misunderstandings about each other’s roles and priorities can sometimes hinder collaboration. Marketing is often seen as working in an “ivory tower,” while sales is perceived as being focused solely on short-term gains.
Knowledge of and about each other
Nevertheless, mutual alignment remains essential. Whether it concerns ABM at the account level or broader market campaigns, both teams are indispensable to each other. How often have we seen those sales meetings where a campaign is presented, only for sales to subtly point out that it won’t work because the message is irrelevant, the goals are unrealistic, or the follow-up plan is missing? And how frequently is a campaign poorly or insufficiently communicated internally, resulting in the customer learning about it before the account manager does?
Knowledge is King
Both teams must frequently collaborate closely to understand each other’s dynamics and keep one another continuously informed about developments at both the customer and market levels. This ensures that the sales team is well-prepared, and the campaigns are successful.
If you have any ideas or questions about fostering collaboration between marketing and sales, feel free to contact me at danny@do3l.nl
