In many successful organisations, the terms sales and marketing are mentioned in one breath, in others they are considered very different aspects of the business. Regardless of where they sit on the organisational structure or how they work, it is undeniable that they have to work together in order to generate interest in the brand and ultimately make sales.
In an increasingly competitive landscape there is a trend for organisations to be more efficient in their operations. Improvement in one key area is likely to have the biggest impact on this - knowledge transfer. Both the sales and marketing functions in a business hold key information that will drastically improve the performance of their counterpart.
Take for example the impact of the qualitative data that sales staff hold on clients. Information around sentiment, habits and opinions of a target audience are invaluable insights for a marketing team. This allows marketers to shape their content, tone of voice, advertising platforms and locations based on this insight. Even in a world where marketers have a vast amount of quantitative data at their fingertips; sales information gives a valuable insight into the unknown.
In contrast, marketers hold a vast amount of knowledge and quantitative data that is useful for sales teams within an organisation. Giving them insight into the demographics, interests and even the buying habits of prospective clients is powerful information for a sales person to have at their fingertips.
The Ultimate Goal
The even more obvious emphasis on the importance of collaboration is the simple fact that both are working on achieving the same goal – helping customers buy.
If you study business theory you will commonly see a diagram of the sales and marketing funnel, this highlights the stages of the buying process covering awareness, interest, consideration, intent, evaluation and purchase. Traditionally marketing has sat at the top of the funnel and sales at the bottom, however in a modern workplace the lines between who is responsible for each have become increasingly blurred. This goes to show that collaboration between these two functions is not just important but fundamental to success.
Introducing a few processes can ignite this collaborative mentality. For example, organising meetings that are either project, account or time period based, will allow each team to look at their own resources and knowledge and how it can be applied to support the other.
Another key method that can be used here is to allocate departmental champions who are responsible for facilitating the transfer of information as well as the physical collaboration of each across teams. These champions must be of a respected and senior nature and a major part of their and the rest of the team’s success should be measured based of collaborative working.
It is clear to see that marketing and sales working in tandem is of paramount importance to the success of an organisation. There are aspect of each, that with the right channels of communication, will drastically improve the performance of the other. Sharing this data is only possible if the right collaborative mind-set is in place within the workplace. Even more fundamental is the fact that both sales and marketing are working towards achieving the same ultimate goal, meaning that collaboration is not just desirable, but essential to business success.Return back to Knowledge