Sales & Marketing functions no doubt realize it isn’t enough to just coexist—not when they could work together to create value for the company and for customers. As a rule, though, they’re separate entities within an organization, and, when they do work together, they don’t always get along.
When sales are disappointing, Marketing blames the sales force for its poor execution of an otherwise brilliant rollout plan. The sales team, in turn, claims that Marketing sets prices too high and uses too much of the budget, which instead should go toward hiring more salespeople or paying the sales reps higher commissions. More broadly, sales departments tend to believe that marketers are out of touch with what’s really going on with customers. Marketing believes the sales force is myopic—too focused on individual customer experiences, insufficiently aware of the larger market, and blind to the future. In short, each group often undervalues the other’s contributions.
Unsurprisingly, this lack of alignment ends up hurting corporate performance. So, what’s to be done?
Jonathan Farrington once again hosted a panel comprising of Jamie Bernier, Matt Heinz, Dave Kurlan and Will Milano.