Align Marketing and Sales for Specific Goals
Question: How do we align sales and marketing to common goals?
A younger colleague approached us with that big question: “what is up with the sales and marketing teams?” He was referring to the never-ending independence and controlled silos between these two departments in the same company that do not meet eye to eye. Even with the same end goal, it's not usual that an organizations sales team and marketing team don’t align. We have witnessed transformation to bring the two together successfully is driven by shared goals, KPIs, bonus structures and leadership visionary that promotes within the message with the same language and magnitude. It may also need to take stages and steps with closed loop feedback. Technology is the key to lock the two succinct groups together as well. Tools like Microsoft Dynamics, Salesforce and automation marketing tools can be built to enhance the relationship. The alignment will drive better corporate performance.
We have observed recently that many companies are eliminating the Chief Marketing role. They are reviewing the critical role as less than an important one perhaps and replace it with titles like: Chief Growth Officers, Chief Revenue Officers, Chief Customer Officers. Perhaps marketing has lost is veneer or patina in its importance to the organization. Instead, the functionality is splintering into directions outside of marketing. As Raja Rajamannar, Chief Marketing & Communications Officer and President, Healthcare Business for Mastercard plus current President for World Federation of Advertisers has pointed out, 'It is of great concern that these corporate maneuvers "reflects a crisis of confidence and leading to an existential threat to the function."
We have observed recently that many companies are eliminating the Chief Marketing role. They are reviewing the critical role as less than an important one perhaps and replace it with titles like: Chief Growth Officers, Chief Revenue Officers, Chief Customer Officers. Perhaps marketing has lost is veneer or patina in its importance to the organization. Instead, the functionality is splintering into directions outside of marketing. As Raja Rajamannar, Chief Marketing & Communications Officer and President, Healthcare Business for Mastercard plus current President for World Federation of Advertisers has pointed out, 'It is of great concern that these corporate maneuvers "reflects a crisis of confidence and leading to an existential threat to the function."
An example of our success to
Align Marketing and Sales for Specific Goals
Turn Social Insights Data into Strategy
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Turn social insights data into strategy
Tactics: This dermatology center located in the highly competitive market of northern New Jersey was built by an independent physician and grew to a five-physician practice. It was faced with an overbearing burden of staying ahead of the curve against an insurmountable weight of growing competition. The competitors were larger health systems / enterprises purchasing smaller practices. By restructuring its brand story through a HIPAA protected data match of patient services compared with its social media activity and content to find the differentiating value USP. Once the brand story was discovered, a highly engaged campaign was executed turning to loyal patients, referrals for newcomers, added services and products. The campaign entailed social media content for engagement, live workshops and educational seminars, etc. The internal team was trained to managed engagement, produce thought-provoking content, and generate the content with consistent variety. With management buy-in and their vision always at the helm, strategic development and integration into larger plans were never out of sight. The three main goals were:
Outcomes: The unique patient volume increased, as did the repeat loyal clients. With its additional funding, it generated a stronger reoccurring financial structure and resource backbone. Soon thereafter, the practice was acquired and integrated with a national dermatology-specific enterprise, privately-owned specialty group. |
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