Transcript of Why Sales and Marketing Need Each Other

Transcript of Why Sales and Marketing Need Each Other

John Jantsch: All right, so let’s define the term sales enablement. And I think marketers need to think that the sales is just another marketing channel, and sales people need to think that marketing is another hidden sales force. Pam Didner: I think there are multiple things that the sales team needs. So the content sharing between sales and marketing is another way that marketing can contribute. John Jantsch: Now, one of the things that I’ve encountered in talking to a lot of sales people over particularly the last five to seven years, is that some of them got tired of waiting for the company, for the company culture, to shift and bring sales and marketing together. I’ve always said that one of the best sources of lead generation is happy customers, and a lot of companies are investing pretty significantly in customer experience and service. Pam Didner: You’re talking about customer services, right? Pam Didner: Yeah, I totally agree that customer service or the post sales experience is incredibly critical, and this is so true, so true for technology companies or SaaS based products, because when you offer any kind of SaaS based products, there’s always a learning curve, right, that the user has to go through to get familiar or get competent and efficient with your tools. Pam Didner: Actually, I do agree with you, and that’s one of my recommendations in terms of trying to understand sales processes and sales methodologies is to shadow the sales person for a day or for a week. John Jantsch: Speaking with Pam Didner, author of Effective Sales Enablement.

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John Jantsch: Marketing has never needed sales more and frankly, sales people have never needed marketing more than they do today. In this connected world, where people can find out whatever they need to find out, do they really need sales people? In this episode of the Duct Tape Marketing podcast, we talk with Pam Didner. We’re going to talk about effective sales enablement, collaboration, getting marketing and sales together. Check it out.

Hello and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch, and my guest today is Pam Didner. She is a content marketer, author, speaker, and has a new book called Effective Sales Enablement: Achieve Sales Growth Through Collaborative Sales and Marketing. So Pam, thanks for joining me.

Pam Didner: My pleasure. And you are based in Kansas city?

John Jantsch: I am in Kansas City, Missouri.

Pam Didner: How is the weather today?

John Jantsch: It’s beautiful today. Well, I don’t know, it’s actually, summer’s hanging on a little longer than I’d like to do. It’s about 90 and humid.

Pam Didner: Oh my gosh.

John Jantsch: So, we’re waiting for that first fall cool weather to break.

Pam Didner: It’s coming. It is coming.

John Jantsch: All right, so let’s define the term sales enablement. That’s one of those terms that I bet you could get a whole bunch of people that define it in different ways. So what’s your definition of sales enablement?

Pam Didner: Yeah. In general, if you talk to anybody in sales anywhere in the world, they tend to define that it’s related to sales development and sales training. But for folks who are listening, if you actually look for a sales enablement definition, it’s usually related to development and the training of a sales team.

And my book was written from a marketer’s perspective. Interestingly enough, I was never a sales person, but I have done multiple different jobs supporting indirect sales, and also the sales team. And I feel that there are things that marketing can do to actually support sales.

So the way I defined sales enablement for my book is to deliver a positive customer experience by equipping sales with knowledge, skills, processes, and tools, through cross functional collaborations, obviously that’s between sales and marketing, in order to increase sales velocity, sales retention, and also productivity.

It’s a little bit long, but if you’re thinking about the purchasing cycle in the continuum, obviously via time we’ll pass the baton from the marketing to a sales team. At the end of the day, we want to make sure we deliver that seamless customer experience.

John Jantsch: That’s interesting. I have a little history with this. I actually wrote a book called Duct Tape Selling. The sub title is Think Like A Marketer, Sell Like a Superstar. I was actually writing to sales people saying, “Hey, you need to start acting more like marketers.” So maybe a little bit similar.

Here’s what I kept hearing from people when I’d go out and speak about this. That’s great, but sales and marketing have different goals, different priorities, different support systems, they’re even compensated differently. That was the pushback of hey, how do we get these guys together? So what have you found, how have you found, because I’m sure you’ve heard that same thing?

Pam Didner: Yeah. You are totally right. It’s interesting enough that sales and marketing work in the same company. They even have the same business goal. Drive revenue. But they always have some sort of a misalignment, and I think a lot of the misalignment has to do with two things. First one is long term versus short term, right? If you talk about sales people, they have to meet quota every single quarter. Then if you talk to the marketers, they are building a brand awareness. Obviously it’s a much longer term beyond just one quarter.

Another thing is the top of the funnel versus the bottom of the funnel, because the marketers tend to focus on the demand end, especially in the very beginning of the purchase funnel, and also building the brand awareness. Again, that’s on the top of the funnel as well. But if you talk to sales people, they tend to focus on the bottom of the funnel, right? They want to drive conversion, they want to drive the sales closure.

That also cause a little bit of the misalignment between the sales and marketing. With these short term versus long term, top of the funnel versus bottom of the funnel priorities, that obviously have a huge impact on the resource and the budget allocation when you move down to a technical level.

The way that I see that both sales and marketing work together, is you need to find some sort of commonalities within the misalignment. One of the great way to actually drive that is account based marketing. Obviously, especially for the technology and the complex sales, that they are specific accounts the sales people go after. And account based selling is nothing new, but what about working also with the marketing people to tailor and customize some of the marketing campaigns and outreach for a specific account. That’s just one example, if you will. It’s looking for commonality within misalignment. I think that will be the first step to do.

John Jantsch: Okay, here’s the really tough question to get us both in trouble. In that description, and in the traditional sense, do we even need the sales function anymore, then?

Pam Didner: That’s actually a very good question. I still think sales function is absolutely necessary, and I am a marketer. I never can qualify myself as a sales person. And I think marketers need to think that the sales is just another marketing channel, and sales people need to think that marketing is another hidden sales force. Does that make sense? They complement each other in a way, and I loved supporting my sales people when I was in the corporate world. But I don’t think I can do their job. I still think that sales people provide a huge amount of value, and to bring the revenue actually to the company. I don’t think marketing can actually take that 100%.

John Jantsch: [inaudible] always described the difference between sales and marketing is that marketing controlled the message and sales typically controlled the client relationship, and was much closer to the client. How do we get marketing closer to the client?

Pam Didner: I think there are multiple ways to do that, but before I talk about that, John, you brought a very good point. Traditionally, marketing tend to focus on messaging and sales focus on client relationship. With the rise of digital, especially in social media, don’t you think that marketing is actually doing some of the customer services? And also managing the client relationship, right? Because you have to talk to the customers and it’s no longer just one way communication, it’s actually a two way communication. So I actually see the modern marketers are taking on some of the client relationship on its own, naturally, just because of digital technology. That’s one way I’m looking at it.

John Jantsch: Not to mention the data that we now have. I think that the segmenting is better, personalization of content is better, and so I think all of those elements have … I think a lot of people are missing the boat by not using those elements to get closer as well.

Pam Didner: Yes. You are totally right. Leveraging data is actually a great competitive advantage, if you will. Unfortunately, to be honest with you, my generation, probably along with yours, we kind of grew up with traditional marketing. So data, looking at data day in and day out is not necessarily what traditional marketers do. I have to intentionally learn, and make an effort to do that. I agree with you that something, especially probably for the…

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