This is the second part of my blog posted some minutes back….https://ashishtandon.wordpress.com/wp-admin/post.php?post=523&action=edit (Top 5 Reasons Sales hates Marketing)
As promised, this blog covers the other 5 reasons why sales teams hate their marketing counterparts!!
REASON #5: Marketeers pose as “strategists.”
- Description: Marketeers think they’re “brand managers” who should be directing all activities throughout the company.
- Why It Rankles: Brand is a reflection of product and service. If good, the brand is good; if not, the brand is bad.
- What’s The Cure: Only reward marketeers for behavior that directly results in a measurable increase in revenue and profit.
REASON #4: Marketeers waste resources.
- Description: Marketeers expend money on fancy brochures, advertisements, and trade show junkets.
- Why It Rankles: The more money that’s spent on Marketing’s boondoggles, the less money there is to pay commissions.
- What’s The Cure: Give the sales team veto power over all marketing activities that exceed a fairly small amount of money.
REASON #3: Marketeers pretend they’re engineers.
- Description: Marketeers try to set the technical direction of the firm’s products and services.
- Why It Rankles: In most cases, the Marketeers have never even spoken to a customer, so they’re clueless about what they want.
- What’s The Cure: Let the engineers design the next generation based upon customer input. Keep marketing out of the picture.
REASON #2: Marketeers force technology on Sales.
- Description: Marketeers pressure the sales team to enter reams of customer data into the CRM system.
- Why It Rankles: The sales team knows full well that most of that data isn’t going to help generate more sales.
- What’s The Cure: Set up your sales tech so that it always increases the amount of time that sales reps can spend selling.
REASON #1: Marketeers pass along lousy leads.
- Description: Marketeers provide lists of leads that are either unqualified, or unqualifiable.
- Why It Rankles: When Sales complains, the marketeers make it personal, accusing the sales team of being unable to sell.
- What’s The Cure: Fire any marketeer who can’t consistently provide leads that the sales team – with its current skill set – can’t sell to.
Well what do you think folks!!
Love to have your views on this and my other posts!!
This blog covers what often simmers in sales teams of the best organizations….
Sales feels “neglected” when marketing takes all the kudos for the results, and feel singed when they take the heat for results NOT delivered!!
reasons are numerous and in this blog I will take just 5 that I feel are important right now to start this discussion..
REASON #1: Marketeers act superior.
- Description: Marketeers often have business degrees, so they think they’re better than sales reps who don’t need a degree to sell.
- Why It Rankles: Business degrees are generally useless when it comes to sales and marketing, since what’s taught is a mix of accounting and biz-blab.
- What’s The Cure: Require MBAs to spend at least six months in Sales before being allowed to work in Marketing.
REASON #2: Marketeers want to eliminate Sales.
- Description: Marketeers are taught in business school that good marketing makes a sales force unnecessary.
- Why It Rankles: Unless a product is a plug-and-play commodity, a sales rep is always a necessity. Especially in B2B.
- What’s The Cure: Make it clear in the charter of the marketing team that they are there to support the sales team, not to replace it.
REASON #3: Marketeers believe selling is easy.
- Description: Marketeers think that they can create so much demand that selling will consist purely of taking orders.
- Why It Rankles: Most demand creation activities don’t create demand, especially in B2B, where customers generally ignore ads and collateral.
- What’s The Cure: Have the marketeers make sales calls – or field inside sales calls – so they can see how hard it is.
REASON #4: Marketeers are goaled on deliverables.
- Description: Marketeers get paid when they produce leads, brochures and ads, even if none of that activity results in a single sale.
- Why It Rankles: If sales pros don’t make sales, they don’t get paid and, if it goes on long, they get fired.
- What’s The Cure: Goal and compensate Marketing on the ability of the Sales team to generate revenue and profit from Marketing’s leads.
REASON #5: Marketeers think they’re “driving Sales.”
- Description: Marketeers see selling as only one tactic in a grandiose strategic campaign.
- Why It Rankles: Sales reps know that marketing is only a service function to the sales team, which makes the uppity behavior annoying.
- What’s The Cure: Make it clear that Marketing is subservient to Sales by placing the CMO under the CSO.
Please do post your views on this blog…AND i would love to have comments from both SALES and MARKETING!!
5 MORE reasons to follow …so keep watching this space!!
This poll is being posted for assessment of 2 topics that I have touched upon in my blogs recently- these topics are
- What Every Manager Should Learn From Sales
- Top 10 Reasons Sales Hates Marketing
Your inputs will help me develop a much more balanced view point on this subject and to then translate this balance into harmony between sales and marketing functions in silo organization structures.
AND please do post your comments on this as well as other blogs that I have written on this subject- some of these may have been controversial, but its always good to have diverse points of view.
Actually with the diversity of all your view points, I gain much much more and get to learn a new thing every day.
This is part of my promise to my self that I will learn something every new day!!
Apologies for the sabbatical. Been travelling all over the place to deliver to folks who have retained my services as a consultant.
Well…. recently traveled to a client in Mumbai and he asked me to do a workshop for him for his sales team. As is my practice, I began with personal interviews with the sales team members and realized by the end of the day that the highest common factor ( remember our 2nd grade math!) that impedes their performance was FEAR OF COLD CALLING!
That set me thinking and I began to analyze first the reasons for this underlying fear…and my assessment revealed the following
- Fear #1: Fear of Sounding Stupid. You’re afraid that once you have a target in your sights , and you are able to muster enough courage to just walk up to his door without an appointment,you will stumble and be turned away from his door by his secretary. This is not a fear of “rejection”; this fear comes from not having mastered the skill of converting a conversation into an appointment over a telephone call.
- Fear #2: Fear of Wasted Effort. You’re afraid that you’re not “working” the target correctly; that you are in a random pursuit. A call here, a call there; leave this voicemail; craft an email, etc., etc. . You’re flailing and you fear your results will correspondingly flail and your efforts will be ineffective.
- Fear #3: Fear of Lousy Process. You have the same hesitation and take the same deep breath you would take before starting to put clothes on the drying line in fierce a wind storm. Experience says that, even if you’re successful in getting the appointment, there is no efficient way to develop and close the deal.
Post this assessment, my question was- now we know the fears, so now what?
So I came up with a simple 3 point program to help address the fears mentioned and identified above – and these tips are
- Step #1: Develop Your Skills. Either through available training or available written material work to improve the ability to control the flow of the conversation, to handle pushback’s and to secure an agreement to meet. You must learn how to deftly and professionally handle the predictable negative responses to a request for an appointment and still secure an appointment. As a result, you’ll feel the confidence that comes from being able to control the conversation.
Step #2: Adopt a Sales Methodology. Find (or create) a written methodology that sets in place the specific pursuit of any group of suspects, including how many times to call, the frequency of those calls and the messaging used in voicemails, emails, and/or videos. Developing the “Best Practice” model will eliminate the feeling of flailing or being caught up in a random pursuit going nowhere
Step #3: Measure and Adapt. Either manually or with available technology develop a way to execute your best practice and training in a way that enables you to track the pursuit of targets very precisely and in the most efficient way. By tracking activity you will gain control and give purpose to your telephone activity. You can begin to determine how many initial appointments you need to make quota, how many conversations you need to get those appointments, how many calls you need to make that conversation goal.
P.S- Marketing has a crucial role to play in ensuring their sales team members are empowered through various devices ( training, sales playbooks, technology, tools etc) and have the confidence to go out there and get their business and makes their quotas!!
Hope this helps my brothers in the sales teams across the world!!