Do Your Sales and Marketing Teams Play Nice?


During the interview for my first role at MultiView in content editing, I distinctly remember voicing aloud how little I knew about sales. Back then, as someone who was interested in the marketing operations side of the business, I was almost fearful of the sales team.

They were so intense and passionate – on the phone all day long and celebrating every success aloud on the floor. But the more I settled into the editing role, the more I realized that in order for me to truly provide the best service to our association partners, I needed to understand how our sales process worked, how our sales reps positioned our products to the market, and why success in sales made a difference to the organization.

MultiView was – and still is – a sales-driven organization. Tailored, responsive, solutions-orientated selling is at the heart of every experience we offer our clients.

I was so glad that I leaned into developing greater knowledge of the sales side of the business. Building those relationships were invaluable, and shaped me into a team member that recognized the career-shaping potential of embracing a cross-functional mentality.

But at the end of the day, it’s really about how clients can win when everyone internally is on the same team.

Ensuring that your marketing teams and sales teams play nice together, by breaking down barriers, setting clear expectations, and striving for that same level of service excellence, is a strategy that can take any B2B organization to the next level.

A 2019 study by LeadMD and Drift demonstrated how it’s critical for every company to develop their own set of internal KPIs that can help measure successful cohesion between sales and marketing. Of their 350 executives surveyed, those who were proven leaders in sales and marketing alignment grouped their findings into two buckets – Customer Centricity and Internal Alignment.

Customer Centricity primarily focused around those key internal KPIs – including but not limited to customer retention, new bookings, joint sales-marketing customer visits. The driving focus being that everything any employee does – whether in sales or marketing – is grounded in trying to make the best possible decisions for the client.

That second bucket – Internal Alignment – meant the kinds of resources within the organization devoted to promoting and maintaining enterprise goals and interdepartmental communication. Something as simple as ensuring that your sales and marketing teams are sitting closely together or jointly involved in the creation of your client facing collateral – such as playbooks, SLA guides, and product information.

Over the last eight years, it’s clear that MultiView recognizes the importance of internal collaboration between sales and marketing teams. Our account managers are consistently checking in with their account executives – literally walking over and having key conversations about the latest developments with their client’s campaigns. In fact, we’re known to move at something we like to call MultiView speed. That means internally – across all levels of the organization – we prioritize responsivity. And the only way to ensure you are being responsive to the client with the most correct information, is to have our sales and marketing teams home in on internal collaboration.

This collaboration is especially critical for all our sales and marketing leaders in our Canadian satellite office. We are always plugged into the flow of information and updates from our headquarters. Leveraging our workflow management tools, our CRM, and internal messaging channels, to keep the conversation between our groups going, and break down any barriers that prevent us from progress.

A good place to start for any organization that is looking to unify their sales and marketing teams, is to have leadership sit down and identify what are those core KPIs that matter most to their organization. Whether it is filling a pipeline with new business, driving lead-gen through demand-driven marketing, upping your renewal rate, growing your NPS scores, reducing churn, or improving upon quickly your products go-live, defining what matters most to your business plan then allows you to build the structure that enables your internal teams to execute that plan.

It is a strategy that can deliver results. Data from a recent report from Forrester’s SiriusDecisions showed that B2B businesses that bridged gaps between their sales and marketing operations teams attainted growth in their three-year profits that was 27 percent faster, and three-year revenue growth that was 24 percent faster, than firms which did not prioritize those gap-bridging efforts.
Above all, never let your sales and marketing teams fear each other. Instead, let them learn from each other’s processes, pain points, and expectations. Sure, it can be a delicate dance at times! And maybe that road ahead isn’t always the clearest. But as long as the work continues, that is what matters most.

The gains you can achieve for both your business and your clients, by harmonizing your sales and marketing teams, makes all of that crazy-exciting-wonderful collaboration completely worth it.

Noelle Pittock

Noelle Pittock

Sr. Director, Canada Operations

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