The old adage still rings true at most organizations – sales and marketing do not get along. In fact, most organizations fail to acknowledge (outside of quotas) that the sales team is ultimately responsible for revenue and unknowingly pit Marketing against Sales and vice versa. In my opinion, ALL functions of the organization should be aligned to enable revenue growth. Too often, leadership fails the sales organization in properly aligning corporate resources and departments to enable the best performance of the sales organization. Simply purchasing email lists, attending trade shows, etc. is NOT properly aligning marketing with sales. Both departments should work in tandem towards revenue attainment. If marketing, customer support, development, etc. do not have “skin in the game” then leadership has failed to enable a sales team that can deliver revenue.
The root cause of this, in my opinion, is the failure of business schools to provide sales theory and practice to MBA students (heck, even Business Undergrads). All the marketing theory, product management, business analysis, financial modeling, etc. you learn in B-School means absolutely nothing if revenue isn’t ultimately generated. There is definitely an innate skill set component to sales that cannot be taught – but, without a proper introduction or understanding of basic sales methodologies in an MBA program there is never an opportunity to understand the importance (and mechanics) of properly aligning an organization for revenue growth or attainment. And the net result is almost daily conversations like this:
- Does Sales Care About Alignment with Martketing? (customerthink.com)
- Sales and Marketing Alignment (demandmetric.com)
- Aberdeen proves that Sales and Marketing Alignment pays off… (customerthink.com)
- Six Best-Practices to Improve Sales and Marketing Alignment (marketingprofs.com)