blame game

Avoiding the Blame Game Between Sales and Marketing

Avoiding the Blame Game Between Sales and Marketing
by Anneke Seley
coauthor, Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology

One of the strategic prerequisites of Sales 2.0 — the use of innovative sales practices enabled by technology — is the alignment of sales and marketing. Organizations often have different executives with separate goals, perspectives, and compensation-plan objectives running sales and marketing. This can lead not only to internal unrest but also to negative customer experiences or perceptions of your company, not to mention poor sales results. Those companies that engineer their organizations to guarantee sales and marketing cooperation, however, achieve both competitive advantage and improved revenue.

One company that exemplifies a high level of collaboration between sales and marketing is newScale (link to newScale.com), a company that offers IT service catalog and service portfolio management software solutions. This is due to the close working relationship and shared compensation-plan targets of the company’s EVP and head of sales, David Satterwhite, and VP of marketing, Mark Hamilton. Their partnership commitment is so strong that they not only co-develop integrated programs and practices, but they also make presentations as a team. These executives’ dedication to collaboration, elusive in many companies, earned them a market-leading position in its field, with more than 1.5 million users worldwide, including 20 percent of the Fortune 50.

David and Mark are evangelists of sales and marketing communication and collaboration at the top level.

They make it a priority.
Both believe alignment has a critically positive impact on both top- and bottom-line results and frees them to focus on making their numbers. They also stress that it is a prerequisite to a healthy and productive company culture.
David and Mark maintain their commitment to alignment by considering each other members of their management teams, attending the other’s management meetings, and holding weekly one-on-one meetings or phone calls. They treat the annual marketing plan as a customer proposal, with sales being the customer, and share staffing and head-count planning.

They develop shared rules of the road.
This includes assuming a positive rather than adversarial intent on the part of the other department, which they model at the highest level, and recognizing that they have a shared ultimate metric of success — revenue growth — on which compensation in both sales and marketing is based.
David underlines the importance of upbeat psychology, as well as personal relationships, in business. By coaching his sales team to give marketing staff the benefit of the doubt when something goes wrong and by helping them resolve conflicts through trust, he avoids hours of management “therapy” and keeps his group focused on sales effectiveness and efficiency.

They leverage each other’s strengths.
David contributes his sales instincts for what produces revenue, understands what motivates his customers to buy and his sales team to sell, and has highly developed skills negotiating and winning deals. Mark is expert at operations, systems, and processes, distilling and analyzing complex concepts, and seeding and growing markets.

They collaborate on designing and implementing sales tools and technologies.
Price lists, closed-loop lead processes, weekly sales tips, win/loss programs, and continual surveys of marketing-program effectiveness are some of the tools the company developed that have passed the sales “sniff test.” Because they are designed by both sales and marketing, they actually get used.
Mark describes the difficulty he faced getting newScale’s sales people to report on lost deals. Sales people like to celebrate successes, not dwell on failures. By documenting the deals they haven’t won, sales people may feel they bring attention to their weaknesses in sales process or skills. When he asked his marketing group to call “lost” customers, though, Mark uncovered a solution to the problem of engaging the sales team. The calls revealed that many customers weren’t lost at all, as they weren’t happy with their chosen alternative solution to newScale’s product. Though newScale’s sales team didn’t win these sales initially, these customers became part of the pipeline a second time through Mark’s calling program. The sales group happily adopted the program when they understood it as a sales campaign that could unearth recycled, newly qualified leads.
Mark also recognized an opportunity to improve lead qualification and pipeline building using products from Genius.com (link to genius.com), but he wouldn’t dream of signing up to try them without running the idea by the manager of David’s deal-development team. Genius’ products truly support a Sales 2.0 (link to phoneworks.com/sales20) collaboration between marketing and sales by allowing reps in both departments to track and act on important data on potential customers (such as who is responding to e-mail messages, and what web pages they are looking at right now and for how long). By including the sales team in the evaluation and decision-making process, Mark succeeded in bringing a valuable sales tool into the company that is enthusiastically embraced by the lead qualifiers.

As customer requirements and economic conditions change, the old way of selling — independently of or in contradiction to marketing efforts — doesn’t work. Sales 2.0, the evolution of the sales function, includes rethinking sales strategy, people, process, and technology. With a business strategy that emphasizes sales and marketing alignment and collaborative planning and execution, companies will stay competitive and achieve sales success.

Anneke Seley is the CEO and founder of Phone Works, a consultancy that helps large and small businesses build and restructure sales teams to achieve predictable, measurable, and sustainable sales growth. As the 12th employee at Oracle, she designed the company’s revolutionary inside sales operation. Her book, Sales 2.0: Improve Business Results Using Innovative Sales Practices and Technology, is available at online retailers including amazon.com, bn.com, booksamillion.com, and borders.com. For more information, visit www.sales20book.com.




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blame game

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Since the outbreak of the coronavirus pandemic, China and the US have been engaged in a wide spectrum of competition that has enhanced their rivalry. We have seen debates and arguments about China's one-party system versus the US democratic system, the China-US blame game, and the ideology-centered media war. How will the pandemic reshape China-US relations? Is cooperation still possible to address the unexpected global challenge posed by the virus? Global Times (GT) reporter Wang Wenwen talked to Graham Allison (Allison), professor at the John F. Kennedy School of Government at Harvard and author of Destined for War: Can America and China Escape Thucydides' Trap?, on these issues.




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blame game

mid-day editorial: Don't play the blame game at the park

Just months after the newly revamped Kamala Nehru Park reopened, a little girl was left with a crushed thumb after she fell from a broken swing in the handicapped section. While the girl's parents alleged that the play area is not maintained properly, the authorities claim that the handicapped section was off bounds and the parents ignored the guards' warnings.

The park was reopened on February 23 this year, a little less than a year after it shut for a makeover. While the main section of the park was being renovated, the handicapped section remained shut. When the park was opened again, the children's facilities earned high praise. However, in mid-day's report on Saturday, a few parents came forward to say that the swings and see-saws were not well-maintained either.

Let us put the accent on quality at our parks. We have to remember that given the paucity of outdoor play venues for kids, there is a great rush to use parks that are available, and equipment is stretched thin because of the sheer traffic of children.

From the very beginning, the authorities need to focus on play facilities with endurance. They must also ensure that the rides are kept in top order, leaving no risk of such horrific accidents. Park authorities must keep a medical kit with basic supplies.

Having said that, children and their parents, too, need to respect park rules. They must follow instructions issued by the park officials and security. Parents must also ensure that facilities meant for differently abled kids are not used by everyone, as that defeats the purpose. Guardians have to remain alert and stop their wards if they try to access parts of the park that are not meant for them.

Blame games are counterproductive. Only quality rides, maintenance, security and respect for rules can ensure a great outdoors experience.

Catch up on all the latest Mumbai news, crime news, current affairs, and also a complete guide on Mumbai from food to things to do and events across the city here. Also download the new mid-day Android and iOS apps to get latest updates





blame game

mid day editorial: The blame game won't help Mumbai

Mayor Vishwanath Mahadeshwar, the first citizen of Mumbai, recently visited Metro III construction sites, and a front-page report in this paper has already highlighted how he blamed the wrong agency (Mumbai Metropolitan Region Development Authority rather than the Mumbai Metro Rail Corporation) for the possibility of flooding in the city.

While that was one aspect of the mayor's tour, it was his answer to our reporter's question about his view about the Metro work, that is cause for concern. The mayor said that although the BMC is the main planning authority of the city, the Metro authorities did not take permission from them before starting the Metro 3 work. They allegedly did not even take the civic body into confidence before beginning the project.

The mayor's answer was especially disturbing, considering the damage caused by the work to BMC's stormwater drains and sewerage lines. Because of this, there will be flooding if there is a rainfall of more than 300 mm. The state government will be responsible for the same, said the mayor.

Citizens are tired of the blame game that seems to have ensued even before the monsoon. They do not care which agency has done what, they only want to see that there is no major flooding this monsoon. If there is, the authorities need to work swiftly to ensure it is dealt with. Other service arms have to work to ensure the city does not go off the rails.

Every authority must be geared to if not prevent, then at least combat, all the challenges that the monsoon is sure to bring with it. We want to hear and see actions that reassure the public, rather than discouraging finger-pointing and statements loaded with ominous portent.

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