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<\/figure>\n\nYour sales reps have a wealth of marketing information <\/h2>\n\n
A prospect asks how the implementation is going. Another wants to understand the difference with a competitor. A third asks how long it takes to get a result. A fourth wants to know if the solution is right for a company of their size. <\/p>\n\n
For the salesperson, these are questions that he must answer. <\/p>\n\n
For marketing and communication, these are potentially an FAQ, a comparison page, a customer case, an article, a campaign or a new section on a business page. <\/p>\n\n
Sales conversations reveal the words actually used by prospects, their objections, their concerns, their decision-making criteria and the alternatives considered. However, this material often remains in the minutes, the CRM or in the heads of salespeople. <\/p>\n\n
But the information still needs to be reported. <\/p>\n\n
Meanwhile, marketing can produce content that the field doesn’t need <\/h2>\n\n
Marketing and communication produce web pages, articles, presentations, newsletters, videos, customer cases and social publications. But how do you know what will really be useful to the sales process if the field has little to do with their design? <\/p>\n\n
Forrester estimates that up to 70% of B2B content can go unused and recommends a cross-functional process that includes marketing, product, sales, and more. <\/p>\n\n
The content can be great. Simply, no one really needed it. <\/p>\n\n
The company then pays twice: to produce a little-used medium, and then for the time spent in the field recreating or adapting what is missing. <\/p>\n\n
“Marketing leads are not good”: what if the problem is posed too late? <\/h2>\n\n
Marketing: “We generated 120 leads this quarter.” <\/p>\n\n
Trade: “Yes, but they’re bad.” <\/p>\n\n
Both can be right. <\/p>\n\n
The problem may be that no one has defined precisely enough, together and upstream, what a good lead is. <\/p>\n\n
In a HubSpot study, 38% of sales reps surveyed identified a lack of effective communication between Sales and Marketing as the number one barrier to aligning them. This was followed by a lack of alignment with goals and strategy (30%), followed by a lack of sales reps’ involvement in marketing content (27%). <\/p>\n\n
The topic is therefore less “marketing needs to generate better leads” and more “marketing and sales must decide together what they consider to be a lead that deserves sales time”. This common definition is all the more important when a company is looking to structure its B2B lead generation<\/a> beyond word-of-mouth. <\/p>\n\n This changes targeting, campaigns, forms, content, qualification criteria, and KPIs. <\/p>\n\n Imagine that the site presents the company around an argument A. The campaigns highlight B. And the salespeople discover in the field that prospects are essentially buying for C. <\/p>\n\n Who’s right? Probably everyone, in their context. <\/p>\n\n But the prospect can discover a promise in a campaign, read another one on the site and then hear a different argument during the meeting. <\/p>\n\n Communication also builds trust through the consistency and repetition of its messages. A relevant communication strategy<\/a> must therefore integrate what the company wants to say, what the data shows and what the sales teams really learn from the market. <\/p>\n\n Be careful not to replace one silo with another. <\/p>\n\n The salesperson sees his customers and prospects extremely well. Marketing can observe broader phenomena: a query that progresses, a category of decision-makers that reacts more, a page that is highly viewed but does not convert well, content that generates more engagement or an industry that starts to show more interest. <\/p>\n\n This information can help salespeople prepare their approaches and adapt their arguments. <\/p>\n\n Information must flow in both directions. <\/p>\n\n The contract is signed. Very well. But why? <\/p>\n\n Why did the client choose you? What argument made the difference? What made them hesitate? Which competitor did they consider? What content reassured them? <\/p>\n\n And when a file is lost: was it the price, the deadline, a feature, a misunderstanding of the offer, a better positioned competitor or a postponed decision? <\/p>\n\n This information should be used in marketing and communication. It can modify a campaign, improve a page, feed a digital content strategy<\/a>, enrich an argument or reveal a positioning problem. <\/p>\n\n Otherwise, the company pays to learn a lot of things during its business process, and then lets some of that learning disappear. <\/p>\n\n LinkedIn’s 2024 B2B benchmark, conducted with Ipsos among more than 2,000 B2B marketing professionals, indicates that only 35% describe a complete synergy between Sales and Marketing, combined with operational efficiencies and cost reduction. 54% say partial synergy, while 10% say they have none. <\/p>\n\n Better connecting teams can lead to less unnecessary content, better qualify prospects, avoid the multiplication of sales materials, make messages evolve faster, better understand sales won or lost and focus marketing budgets on topics of real commercial value. <\/p>\n\n It’s not team building. It’s operational efficiency. <\/p>\n\n No one needs another 1:30 a.m. Sales & Marketing Alignment meeting on Tuesday morning. <\/p>\n\n A company can start with 45 minutes per month around four questions: <\/p>\n\n What did we learn from prospects and customers this month? <\/p>\n\n Why have we won or lost certain cases? <\/p>\n\n What have we learned through marketing? <\/p>\n\n What will we change based on this information? <\/p>\n\n Create content. Modify a page. Adapt an argument. Review targeting. Produce a customer case. Stop a campaign. Test a new promise. <\/p>\n\n And everyone leaves with something to do. Otherwise, you might as well give everyone back 45 minutes. <\/p>\n\n Sales reps see individual conversations. Marketing sees collective behaviors. Communication transforms this knowledge into understandable and consistent messages. Management connects this information to strategic priorities. <\/p>\n\n Commercial field \u2192 customer knowledge \u2192 marketing \u2192 communication \u2192 market \u2192 data \u2192 sales \u2192 field. <\/p>\n\n Each passage enriches the next. <\/p>\n\n In a context where companies are looking to optimize budgets, time and business development, better leveraging what they already know about their customers is probably one of the most profitable investments to make.<\/p>\n\n It consists of making the two functions work around a common understanding of customers, targets, objectives and the buying journey. <\/p>\n\n<\/div>\n<\/div>\n Historically, they have neither the same jobs nor the same indicators. Without shared definitions, objectives and information, everyone can optimize their results without optimizing the entire customer journey. <\/p>\n\n<\/div>\n<\/div>\n Objections, questions, reasons for sales won or lost, competitors, new needs, words used by customers and feedback on media. <\/p>\n\n<\/div>\n<\/div>\n Search trends, content and campaign performance, on-site behaviors, most responsive segments, and market-wide changes detected. <\/p>\n\n<\/div>\n<\/div>\n With short and regular exchanges focused on learning, sales won or lost and concrete actions to be decided. <\/p>\n\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n LinkedIn: https:\/\/www.linkedin.com\/business\/marketing\/blog\/content-marketing\/target-audience-key-to-sales-marketing-alignment<\/a> <\/p>\n\n Forrester: https:\/\/www.forrester.com\/blogs\/the-truth-about-b2b-sales-and-marketing-alignment\/<\/a> <\/p>\n\n Forrester Content Model: https:\/\/www.forrester.com\/report\/introducing-the-forrester-content-model\/RES173739<\/a> <\/p>\n\nThe lack of exchanges also ends up creating incoherent communication <\/h2>\n\n
Information must also flow from marketing to sales <\/h2>\n\n
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<\/figure>\n\nAnd after the sale? This is perhaps where the most valuable information can be found <\/h2>\n\n
Sales + Marketing: reconnecting the two is a matter of operational efficiency <\/h2>\n\n
No, the solution is not to add three meetings a week <\/h2>\n\n
Customer knowledge should not belong to any department <\/h2>\n\n
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<\/figure>\n\nFAQs – Marketing and Sales Alignment <\/h2>\n
What is marketing and sales alignment? <\/h3>\n
Why do Sales and Marketing often work in silos? <\/h3>\n
What information should sales reps pass on to marketing? <\/h3>\n
What can marketing bring to salespeople? <\/h3>\n
How can you improve collaboration without having multiple meetings? <\/strong><\/h3>\n
Statistical sources <\/h2>\n\n