Sales and Marketing Alignment Tool

Instructions: 1. Weight the importance for each criteria in the matrix below. Be sure that your total weight equals no more or less than 100%. 2. In the "Assessment (Mktg)" & "Assessment (Sales)" tabs below, rank each scoring criteria on a scale of 1-5 based on your situation. *Note: The Marketing Department and Sales Department should take the Assessment separately 3. Review the "Alignment Index" and discuss gaps in perception 4. Review "Results & Recos (Mktg)" & "Results & Recos (Sales)" and discuss results and recommendations

Sales & Marketing Alignment Criteria

Weighting Scale

Organizational Relationships

Metrics and ValueMeasurement

15%

15%

Sales and Marketing Alignment Tool

no more or less than 100%.

le of 1-5 based on your situation.

tions

Lead Generation & Pipeline Management

Culture

Systems & Technology

Messaging & Materials

40%

10%

15%

5%

ting Alignment Tool

Total

100%

Sales and Marketing Alignment Tool - Marketing Department Assessment Use this tool to help you measure your organization's sales and marketing alignment. Give your organization a score of 1-5 in the categories below to arrive at an overall alignment score (see the Results tab to find recommendations and the Index tab to check results).

Level Level Level Level Level

1 2 3 4 5

-

Initial Ad/Hoc Process (poor alignment) Repeatable/Intuitive Process Defined/defining Process Managed & Measured Process Optimized Process (full alignment)

Organizational Relationships Score

Justification

1 Marketing management lacks understanding of sales function, process, and skills 2 Limited understanding of sales function by Marketing management Understanding of Sales by Marketing

3 Good understanding of Sales by Marketing management, but less among staff

5

4 Understanding of Sales function encouraged among all Marketing staff 5 Understanding of Sales function/process required by all Marketing staff 1 Sales Management lack understanding of Marketing best practices 2 Limited understanding of Marketing function & role by Sales Management Understanding of Marketing by Sales

3 Good understanding of Marketing function & role by Sales Management

4

4 Understanding of Marketing function & role encouraged among all Sales staff 5 Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managers Organizational Development, Training, & Learning

3 Newsletters, reports, emails are sent out, some formal meetings between groups

5

4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & Mktg 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedback Communications Style and Ease of Access

3 Consistent two-way, formal communications around specific activities & programs

4

4 Consistent blend of formal & informal among sales and marketing management 5 Two-way, formal and informal communications, continuous feedback loop 1 Undefined. Functions have developed independently and are focused on their own tasks 2 Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations Relationship Definitions

3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations

3

4 Aligned. Clear but flexible boundaries, common language, joint planning 5 Integrated. Share systems, performance metrics, and rewards together. 1 Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common 2 Relationships are polite but strained, collaboration is rare, groups work in silos Collaboration, Trust & Credibility

3 Relationships improving, but open sharing and collaboration is sporadic

5

4 Sales & Marketing Management work together well, staff less likely to collaborate 5 Trust is high. All staff in both groups work well together openly, productively.

Metrics & Value-Measurement Score

Justification

1 Operational Marketing metrics only (email click thru rates etc.) 2 Marketing metrics and some cost metrics; metrics rarely reviewed Campaign ROI Maturity

3 Review and act on marketing, cost, and campaign ROI metrics

3

4 Metrics for each process/campaign are defined and measured 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewed Marketing Metrics Maturity

3 Review and act on ROI and cost metrics for all marketing efforts

4

4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationships Link between Marketing and Sales Metrics

3 Metrics becoming linked and understood by Marketing & Sales

4

4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignment Alignment Improvement Practices

3 May benchmark alignment formally, but benchmarks are seldom acted upon

5

4 Routinely benchmark sales & marketing alignment and act upon insights 5 Alignment benchmarks, initiatives, & progress are required 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecast Financial Performance

3 Sales forecasting is improving and variances are getting smaller

4

4 Sales figures are often close to the forecast, but not always 5 Sales figures are usually close to the forecast

Lead Generation & Pipeline Management Score

Justification

1 No demand generation campaigns, Sales develops their own leads 2 Marketing demand generation and sales demand generation happen separately Demand Generation

3 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on

4

4 Marketing executes demand generation, qualified leads are passed on and sales follows up 5 Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work them Lead Scoring & Management

3 Improving lead qualification and pass-along process, but leads are not always worked

1

4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Sales informally reports pipeline information, but Marketing is not involved Pipeline Reporting & Visibility

3 Sales management shares formal pipeline reports with marketing management

2

4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process

Culture Score 1 Marketing & Sales report up through siloed executives 2 Marketing & Sales executives report to the same senior leader, but do not collaborate Executive Alignment

3

Justification

Executive Alignment

3 Marketing & Sales executives are starting to work more collaboratively

3

4 Marketing & Sales executives are close partners and collaborators 5 Marketing & Sales report to a common executive 1 Very little risk being taken on either side, rewards not tied to joint success 2 One side takes all the risk, rewards are shared Shared Risks and Rewards

3 Marketing and Sales start sharing risks and rewards

2

4 Risks and rewards are always shared between Sales & Marketing 5 Managers on both sides share in risks and rewards 1 Finger pointing, blame and battles for power and resources are common 2 Marketing-business relationship isn't managed or is non-existent Marketing-Sales Relationship

3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution

3

4 Mostly collaborative and cooperative relationship, proactively working together 5 Sales and Marketing share a strong "We rise or fall together culture" 1 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflict Relationship/Trust Style

3 Marketing becoming a valued service provider and relationships are strengthening

3

4 Long-term partnership is emerging as credibility is increased on both sides 5 Marketing and Sales are trusted partners and collaborate closely on all fronts

Systems & Technology Score

Justification

1 No marketing automation, campaigns are ad hoc, project driven, or by request 2 Processes are becoming defined, technology is used sporadically Marketing Automation

3 Technology is implemented to automate key marketing processes

3

4 Process metrics exist and are benchmarked and reviewed often 5 Real-time messaging, lead scoring & nurturing, closed loop systems 1 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by sales Sales Automation

3 Sales automation system in place, use required - some data is inconsistent, missing, outdated

4

4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely used System Integration

3 Beginning to link systems to provide a shared view of customer & sales data

3

4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadically Access to Data & Data Management

3 Technology is implemented to automate key marketing processes

2

4 Process metrics exists and are benchmarked and reviewed often 5 Sales & Marketing have a single, shared view of customer data and automated or formal processes

Messaging & Materials Score 1 Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 Marketing collateral is distributed by marketing, sometimes used Marketing Materials & Collateral

3 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing

3

4 Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 1 Sales messaging in the field is completely different than the official marketing messages 2 Sales is aware of the official marketing message, but often chooses different/old messages in the selling process Messaging & Brand

3 Sales is beginning to integrate marketing and brand messages into their sales discussions 4 Sales often echoes marketing messages, but not always 5 Sales and marketing messages are completely in sync

2

Justification

Sales and Marketing Alignment Tool - Sales Department Assessment Use this tool to help you measure your organization's sales and marketing alignment. Give your organization a score of 1-5 in the categories below to arrive at an overall alignment score (see the Results tab to find recommendations and the Index tab to check results).

Level Level Level Level Level

1 2 3 4 5

-

Initial Ad/Hoc Process (poor alignment) Repeatable/Intuitive Process Defined/defining Process Managed & Measured Process Optimized Process (full alignment)

Organizational Relationships Score

Justification

1 Marketing management lacks understanding of sales function, process, and skills 2 Limited understanding of sales function by Marketing management Understanding of Sales by Marketing

3 Good understanding of Sales by Marketing management, but less among staff

2

4 Understanding of Sales function encouraged among all Marketing staff 5 Understanding of Sales function/process required by all Marketing staff

2

1 Sales Management lack understanding of Marketing best practices 2 Limited understanding of Marketing function & role by Sales Management Understanding of Marketing by Sales

3 Good understanding of Marketing function & role by Sales Management

2

4 Understanding of Marketing function & role encouraged among all Sales staff 5 Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managers Organizational Development, Training, & Learning

3 Newsletters, reports, emails are sent out, some formal meetings between groups

2

4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & Mktg 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedback Communications Style and Ease of Access

3 Consistent two-way, formal communications around specific activities & programs

1

4 Consistent blend of formal & informal among sales and marketing management 5 Two-way, formal and informal communications, continuous feedback loop 1 Undefined. Functions have developed independently and are focused on their own tasks 2 Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations Relationship Definitions

3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations

2

4 Aligned. Clear but flexible boundaries, common language, joint planning 5 Integrated. Share systems, performance metrics, and rewards together. 1 Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common 2 Relationships are polite but strained, collaboration is rare, groups work in silos Collaboration, Trust & Credibility

3 Relationships improving, but open sharing and collaboration is sporadic

2

4 Sales & Marketing Management work together well, staff less likely to collaborate 5 Trust is high. All staff in both groups work well together openly, productively.

Metrics & Value-Measurement Score

Justification

1 Operational Marketing metrics only (email click thru rates etc.) 2 Marketing metrics and some cost metrics; metrics rarely reviewed Campaign ROI Maturity

3 Review and act on marketing, cost, and campaign ROI metrics

1

4 Metrics for each process/campaign are defined and measured 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewed Marketing Metrics Maturity

3 Review and act on ROI and cost metrics for all marketing efforts

1

4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationships Link between Marketing and Sales Metrics

3 Metrics becoming linked and understood by Marketing & Sales

2

4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignment Alignment Improvement Practices

3 May benchmark alignment formally, but benchmarks are seldom acted upon

2

4 Routinely benchmark sales & marketing alignment and act upon insights 5 Alignment benchmarks, initiatives, & progress are required 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecast Financial Performance

3 Sales forecasting is improving and variances are getting smaller

3

4 Sales figures are often close to the forecast, but not always 5 Sales figures are usually close to the forecast

Lead Generation & Pipeline Management Score

Justification

1 No demand generation campaigns, Sales develops their own leads 2 Marketing demand generation and sales demand generation happen separately Demand Generation

3 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on

1

4 Marketing executes demand generation, qualified leads are passed on and sales follows up 5 Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work them Lead Scoring & Management

3 Improving lead qualification and pass-along process, but leads are not always worked

2

4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Sales informally reports pipeline information, but Marketing is not involved Pipeline Reporting & Visibility

3 Sales management shares formal pipeline reports with marketing management

1

4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process

Culture Score 1 Marketing & Sales report up through siloed executives 2 Marketing & Sales executives report to the same senior leader, but do not collaborate Executive Alignment

4

Justification

Executive Alignment

3 Marketing & Sales executives are starting to work more collaboratively

4

4 Marketing & Sales executives are close partners and collaborators 5 Marketing & Sales report to a common executive 1 Very little risk being taken on either side, rewards not tied to joint success 2 One side takes all the risk, rewards are shared Shared Risks and Rewards

3 Marketing and Sales start sharing risks and rewards

4

4 Risks and rewards are always shared between Sales & Marketing 5 Managers on both sides share in risks and rewards 1 Finger pointing, blame and battles for power and resources are common 2 Marketing-business relationship isn't managed or is non-existent Marketing-Sales Relationship

3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution

4

4 Mostly collaborative and cooperative relationship, proactively working together 5 Sales and Marketing share a strong "We rise or fall together culture" 1 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflict Relationship/Trust Style

3 Marketing becoming a valued service provider and relationships are strengthening

5

4 Long-term partnership is emerging as credibility is increased on both sides 5 Marketing and Sales are trusted partners and collaborate closely on all fronts

Systems & Technology Score

Justification

1 No marketing automation, campaigns are ad hoc, project driven, or by request 2 Processes are becoming defined, technology is used sporadically Marketing Automation

3 Technology is implemented to automate key marketing processes

4

4 Process metrics exist and are benchmarked and reviewed often 5 Real-time messaging, lead scoring & nurturing, closed loop systems 1 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by sales Sales Automation

3 Sales automation system in place, use required - some data is inconsistent, missing, outdated

5

4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely used System Integration

3 Beginning to link systems to provide a shared view of customer & sales data

5

4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadically Access to Data & Data Management

3 Technology is implemented to automate key marketing processes

5

4 Process metrics exists and are benchmarked and reviewed often 5 Sales & Marketing have a single, shared view of customer data and automated or formal processes

Messaging & Materials Score 1 Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 Marketing collateral is distributed by marketing, sometimes used Marketing Materials & Collateral

3 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing

1

4 Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 1 Sales messaging in the field is completely different than the official marketing messages 2 Sales is aware of the official marketing message, but often chooses different/old messages in the selling process Messaging & Brand

3 Sales is beginning to integrate marketing and brand messages into their sales discussions 4 Sales often echoes marketing messages, but not always 5 Sales and marketing messages are completely in sync

1

Justification

Sales & Marketing Alignment

Marketing

Organizational Relationships

4.3

Metrics & Value-Measurement

4.0

Lead Generation & Pipeline Management

2.3

Culture

2.8

Systems & Technology

3.0

Messaging & Materials

2.5

5

65.06

Weighted Sales & Marketing Alignment Score (out of 100) 5

19.75

Sales and Marketing Alignment Tool

Sales & Marketing Alignment Index

Sales

1.8 Organizational Relationships

1.8

5.0 4.0

1.3

Messaging & Materials

3.0

Metrics & Value-Measurement

2.0

4.3

1.0 0.0

4.8 1.0

Systems & Technology

46.84 19.75

Lead Generation & Pipeline Management

Culture

Sales and Marketing Alignment Tool

lignment Index

s

Metrics & Value-Measurement

Lead Generation & Pipeline Management

Sales and Marketing Alignment Tool - Marketing Results and Recommendations

DO NOT ENTER VALUES INTO THIS SPREADSHEET.

Scores

Recommendations

Organizational Relationships Understanding of Sales by Marketing

5

0

Understanding of Marketing by Sales

4

0

Organizational Development, Training, & Learning

5

0

Communications Style and Ease of Access

4

0

Relationship Definitions

3

Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs

Collaboration, Trust & Credibility

5

0

Organizational Relationships Maturity Average

4.33

Metrics & Value-Measurement Campaign ROI Maturity

3

Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets

Marketing Metrics Maturity

4

0

Link between Marketing and Sales Metrics

4

0

Alignment Improvement Practices

5

0

Financial Performance

4

0

Metrics & Value-Measurement Maturity Average

4.00

Lead Generation & Pipeline Management Demand Generation

4

0

Lead Scoring & Management

1

Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow

Pipeline Reporting & Visibility

2

Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads

Lead Generation & Pipeline Management Maturity Average

2.33

Culture Executive Alignment Shared Risks and Rewards Marketing-Sales Relationship Relationship/Trust Style

Culture Maturity Average

3 2 3 3

Engage senior management in directing collaborative work sessions, projects, and expectations Establish shared reward system, and work to collaborate and share risk Create opportunities for pro-active sales & marketing collaboration projects Work on relationships and shared rewards/risks to establish trust and dependency between groups

2.75

Systems & Technology Marketing Automation

3

Identify need and resources available to create marketing automation. Research best practices.

Sales Automation

4

0

System Integration

3

Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.

Access to Data & Data Management

2

Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity.

System & Technology Maturity Average

3.00

Messaging & Materials Marketing Materials & Collateral

3

Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.

Messaging & Brand

2

Communicate brand messaging, rationale, and related research to sales regularly and consistently.

Messaging & Materials Maturity Average

2.50

Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets Review ROI metrics regularly and adjust resource allocation accordingly Create 2-3 shared metrics, targets and tie targets to shared rewards Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads Engage senior management in directing collaborative work sessions, projects, and expectations Establish shared reward system, and work to collaborate and share risk Create opportunities for pro-active sales & marketing collaboration projects Work on relationships and shared rewards/risks to establish trust and dependency between groups Identify need and resources available to create marketing automation. Research best practices. Identify need and resources available to create sales automation. Research vendors & best practices. Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here. Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity. Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used. Communicate brand messaging, rationale, and related research to sales regularly and consistently.

Sales and Marketing Alignment Tool - Sales Results and Recommendations

DO NOT ENTER VALUES INTO THIS SPREADSHEET.

Scores

Recommendations

Organizational Relationships Understanding of Sales by Marketing

2

Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue

Understanding of Marketing by Sales

2

Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle

Organizational Development, Training, & Learning

2

Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards

Communications Style and Ease of Access

1

Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports

Relationship Definitions

2

Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs

Collaboration, Trust & Credibility

2

Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle

Organizational Relationships Maturity Average

1.83

Metrics & Value-Measurement Campaign ROI Maturity

1

Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets

Marketing Metrics Maturity

1

Review ROI metrics regularly and adjust resource allocation accordingly

Link between Marketing and Sales Metrics

2

Create 2-3 shared metrics, targets and tie targets to shared rewards

Alignment Improvement Practices

2

Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast

Financial Performance

Metrics & Value-Measurement Maturity Average

3 1.80

Lead Generation & Pipeline Management Demand Generation

1

Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods

Lead Scoring & Management

2

Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow

Pipeline Reporting & Visibility

1

Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads

Lead Generation & Pipeline Management Maturity Average

1.33

Culture Executive Alignment Shared Risks and Rewards Marketing-Sales Relationship Relationship/Trust Style

Culture Maturity Average

4 4 4 5

0 0 0 0

4.25

Systems & Technology Marketing Automation

4

0

Sales Automation

5

0

System Integration

5

0

Access to Data & Data Management

5

0

System & Technology Maturity Average

4.75

Messaging & Materials Marketing Materials & Collateral

1

Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.

Messaging & Brand

1

Communicate brand messaging, rationale, and related research to sales regularly and consistently.

Messaging & Materials Maturity Average

1.00

Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets Review ROI metrics regularly and adjust resource allocation accordingly Create 2-3 shared metrics, targets and tie targets to shared rewards Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads Engage senior management in directing collaborative work sessions, projects, and expectations Establish shared reward system, and work to collaborate and share risk Create opportunities for pro-active sales & marketing collaboration projects Work on relationships and shared rewards/risks to establish trust and dependency between groups Identify need and resources available to create marketing automation. Research best practices. Identify need and resources available to create sales automation. Research vendors & best practices. Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here. Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity. Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used. Communicate brand messaging, rationale, and related research to sales regularly and consistently.