For decades, sales and marketing teams have often found themselves at odds, even though they're two sides of the same coin. The process typically looks like this:
Marketing generates a lead and, at some arbitrary point, hands it off to sales. The sales team then steps in to work their magic, closing the deal or not. This cycle repeats until company goals are met—or not.
This method can be sufficient when things are going well, although it often leaves money on the table, as we'll discuss later.
However, when things aren't going well, it quickly leads to finger-pointing and blame.
A Better Way
The traditional approach positions marketing as the lead generator and sales as the revenue closer. Marketing teams are usually focused on meeting MQL (Marketing Qualified Leads) or SAL (Sales Accepted Leads) targets, while sales reps concentrate on their quota numbers.
But what if there was a better way?
There is.
Instead of working in segmented, siloed teams, successful companies are adopting a new model. In this model, leads are not the ultimate goal. Instead, both sales and marketing focus on pipeline generation.
Understanding the Pipeline
So, what is a pipeline? At
, we define it as the lifeblood of your company's future revenue. A pipeline is a visual representation of the sales process, helping you understand where revenue is coming from, which deals are closing, and why.
Marketing's Role in the Pipeline
In the traditional setup, marketing's role ended once leads were handed over to sales. In a pipeline-focused model, marketing's job is much more expansive. From the first point of contact until after a deal is closed, marketing should create touchpoints at every stage of the buyer's journey.
Marketing's impact on the pipeline involves generating demand and guiding leads through the sales process. This continuous involvement helps increase close rates and supports the sales team with insights and assistance as needed.
Sales' Role in the Pipeline
Traditionally, sales teams have been primarily responsible for hitting revenue targets. In the new model, revenue becomes a shared company goal. Sales teams must be more involved in campaign planning and keep marketing informed about their territory's activities.
The old days of sales reps guarding their contacts are over. Instead, they should invite marketing into the conversation, creating a feedback loop that continuously feeds potential revenue into the pipeline.
Conclusion
While this model may not work for every team, it's clear that siloed sales and marketing teams are at a disadvantage. As inefficiencies become more apparent, teams that adopt new, integrated strategies will outpace those that don't.
Comments