Sales & Marketing Alignment: Define Before You Mandate!

I have just finished reading the CMO Council's "2011 State of Marketing" report where Chief Marketing Officers and other Marketing Executives highlighted by a huge majority that the top mandates senior management have for Marketing in 2011 is unsurprisingly to "Drive top-line growth" and "Grow or retain market share". Of course we already know that on the other side of the house Sales is also being told to get new customers while holding onto and selling more to existing customers. In other words the exact same message. So at least we have alignment at the mandate level!

Can Sales & Marketing Change?

Last week I had the pleasure of attending the Sales & Marketing 2.0 conference in San Francisco (another great Selling Power event) where a lot of the presenters, including my good self, spoke about the changes in buyer behavior and the impact of this on sales and marketing. What struck me most about the audience questions and the discussions in the hallways was an acceptance of the need for both Sales & Marketing to change but skepticism on the ability of either to do so. Reflecting on this over the past week I decided to look at the whole notion of resistance to change in the context of Sales and Marketing Professionals.

In a 2003 Journal of Applied Psychology piece on Resistance to Change, Shaul Oreg of Cornell University reviewed the literature around this subject and the different traits associated with it, eventually coming up with a Resistance to Change Scale that had four major factors at its core:

1. routine seeking


2. emotional reaction to imposed change


3. short-term focus


4. cognitive rigidity

So let's look at each one of these items and apply them to Sales & Marketing professionals (albeit in a very generalized and non-scientific fashion!).

Rad eCommerce Experience

I always like to use this blog to highlight a positive experience that demonstrates particular sales and service excellence, so today I would like to talk about Blackhole Boards. But first some context: recently my 6 yr old son took up skateboarding and shows some real aptitude for it. His first board has been put through the wringer and it is time (already!) for a new one.

Eating Our Own Dog Food and Loving It!

Working in Silicon Valley in the 90s meant being subjected constantly to a barrage of hip, dot-com buzzwords and phrases of which “eating our own dog food” was prominent. There were many others of course which gave rise to a game that was played at meetings called “buzzword bingo” where you could tick-off buzzwords used during that meeting for your own entertainment. Of course conference calls lent themselves perfectly to this activity (apparently, not that I’d know – although I will admit in our office there was once a pool on how many times the word “conceptually” would be used by Marketing during a call and the final score exceed the highest bet by some margin! – of course I am sure they had their own pool on the buzzwords we used too.)

Impacting the Recovery

It has been a very busy time of late due to my being given a unique opportunity to run not one but two companies simultaneously. In addition to my role at Huthwaite, I am now also running Omega Performance, a sister company in the Informa family of Performance Improvement businesses.

Sales & Marketing Alignment?

Every time the subject of sales and marketing alignment comes up it seems like everyone is in violent agreement (regardless of which of the two disciplines they come from) that this needs to be a priority and the time has come once and for all to get everyone on the same page if not the same team. And yet, this rarely seems to actually happen and so year after year sales and marketing alignment continues to be a conversation topic rather than a strategic imperative. (Of course there are companies who have executed this quite brilliantly but they remain exceptions).

Why is it so hard to accomplish this alignment? It must be hard after all if everyone agrees it should happen but very few attempt it, right? But this is where I struggle because I don’t believe it is that difficult at all. There seems to be a level of deliberate inaction. The reluctance seems to be born out of a fear of role dilution and the steady erosion of traditional lines of demarcation resulting in the blurring of skill-sets and expertise.