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The MarTech Digest
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Scoop.it!
Digest... When we talk to sales reps at Top Performing companies, here’s what we generally hear about the benefits of marketing automation in the context of sales:
1. Accountability for marketing performance. Marketing can take ownership of generating a sufficient volume of leads that actually meet sales qualification expectations. That means the entire lead lifecycle – from inquiry to customer – can be measured and tracked. Over time, organizations can benchmark conversion in each stage, including estimating the number of qualified leads marketing needs to source and how much it costs to drive that volume based on expected revenue targets.
2. Reps have more reasons to reach out and engage prospects. CRM-marketing automation integration turns CRM into a strategic source of insight for reps who become more likely to log in and use their CRM the way it was intended to be used. Naturally, this means marketing automation can also increase CRM adoption among sales reps.
3. Sales doesn’t have to qualify as many leads. For Top Performing organizations that use marketing automation, lead qualification happens in marketing and opportunity qualification happens in sales.
4. Best practices in sales become scalable. Marketing automation makes targeting buyers scalable because you can set up campaigns to run on autopilot. New prospects enter the correct nurturing campaigns automatically, receiving the right message at the right time, whether you have one or one thousand prospects in the pipeline.
5. Marketing automation helps reps stay in touch with prospects that aren’t ready to buy. Marketing automation allows reps to actively monitor leads they have engaged, including flagging their activity and alerting reps of buying signals. Nurturing a prospect who has already engaged with sales requires entirely different messaging than nurturing a prospect who was just introduced to your brand. Marketers can set up campaigns into which sales reps can drop contact records in order to keep in touch with them over time. If and when a prospect engages with one of those campaigns, the rep can reach out and re-engage at just the right time.
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Joemktg's insight:
Affirmation!! 
Scoop.it!
Digest... Deliver as much data as possible The first stage in collaborating with Sales: track the heck out of your prospects with marketing and CRM systems. Data is important, but insights are gold. Enable Sales to perform better by providing context for the data. Include a summary of pain points that prospects have, and provide the best positioning options (qualification questions, supporting content, and other resources).
Score activity and contact Summarize the information in a way that allows Sales to better see who prospect are, what actions they've taken, and which pain points afflict them that your product or service can resolve.
Have metrics reach all the way to Sales Show me a marketing department that looks only at cost per lead, and I'll show you a marketing department that is wasting money. Marketing needs to see what works for Sales if it is to invest wisely. Metrics such as cost per opportunity and cost per win allow the marketing department to get a clearer view of what it should continue doing and what it should ditch.
Don't rely solely on digital The most important part of sales and marketing alignment is face-to-face communication. For some groups, quick and casual face-to-face hallway conversations work well. For large businesses, including those with multiple offices, try a focus group.
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Joemktg's insight:
The most important way to sync with Sales is through the marketing automation planning process, and then ongoing through an established meeting schedule. Build those SLAs upfront, then continually report.
Scoop.it!
The visualization that Demandbase put together for this infographic, comparing traditional B2B marketing to target account marketing is fantastic.
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Joemktg's insight:
If we were playing Buy or Sell, this is a Buy. Now combine this with MA fueled with quality content, and predictive, and you're feeling pretty good.
Scoop.it!
Service-level agreements (SLAs) between marketing and sales are sometimes perceived by sales as one-sided. ...Marketing should use an SLA to make a commitment to sales, including a timeframe for newly generated leads (e.g. from an event) to be entered into the lead management process. Marketing should also specify the treatment these leads will receive (e.g. placement into a nurturing program). In addition to committing to a timeframe and engagement strategy for new leads, many marketing organizations commit to the cumulative number of marketing qualified leads (MQLs) they will deliver to sales. Note: The definition of an MQL should be agreed upon by marketing and sales and should be automated through a lead-scoring model. This cumulative-MQL SLA component does not deal with the timeframe for MQL engagement, but with how many MQLs the marketing organization commits to send to sales during a specified time period. It can be made more precise by specifying the number of MQLs that will be delivered for different types of contacts (e.g. from a specific industry or for a particular solution). This can be valuable for organizations with several different product lines or business units.
Joemktg's insight:
With the marketing technology available today, we see no reason why SLAs shouldn't be pursued. Once there is an agreement by all parties, then the final decision as to success/failure is quantitative...NOT qualitative. If complaints still exist, then further define the elements that compose the SLA!
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