Aligning sales and marketing is essential to achieve company growth goals, keep (sales) employees happy, and ensure maximum results. However, it can also be a very daunting task. Are the two organizations on the same page? What does that even mean? Where do you begin? Who does what? What are the challenges? What are the goals?
The information below will help you map out what your foodservice company needs to consider before entering into that conference room for your first workshop.
Let's start off on the marketing side of the house. What is marketing's ultimate job? We believe that marketing should be feeding sales-ready leads to reps, while continuing to build the brand(s). Agree? Good. Then what is a 'sales ready lead'?
The Marketing Funnel - Defining the Lifecycle of a Lead
Just like with sales, marketing has its own funnel. Although when you break it down to its core, it's not all that different from a sales funnel. Marketing's job is to create, nurture, and delight leads/contacts/customers. In order for sales and marketing to be aligned, both teams should agree on the basic definitions of the lifecycle of a lead. The difference is where the lead is in her Buyer's Journey.
[Learn more about how the Buyer's Journey matches the Marketing Funnel through the Pretzel Effect.]
Together, sales and marketing should determine when a lead is qualified. When a qualified lead is ready to talk to sales, it is marketing's job to get it into sales' hands ASAP for direct follow up. However, not everyone that engages with us online today is 'ready to buy'. Your organization may want to take this example into consideration (and apply it):
Consider this: What is the Life-Time Value of a customer? Do they purchase over and over again? If so, what’s the process for repeat customers continuously buying, and how is that tracked?
Marketing should rely on feedback from sales, and together, define (and agree to) the Lifecycle of a Lead.
Sales Pipeline - Defining the Sales Stages
Once a sales qualified lead is passed to a sales rep, the rep (and management) will track it to closure. Capturing the deal stages of each opportunity allows for sales reps (and management) to know where they stand monthly, but also helps the company forecast revenue one, six, or even 12 months out depending upon the sales cycle.
Each foodservice company has its own sales pipeline, stages, and process.
Here's an example:
Does your company have multiple products? It's quite possible you may have multiple pipelines based on product type.
Has your organization mapped out this pipeline on paper? Does everyone in your sales organization know this process? Maybe it's time to find out.
The Software - CRM
Once you have the lifecycle stages of a lead and the pipeline(s) defined, how do you track it? That's where the CRM comes into to play. Here are a few questions to ask in order to determine what type of CRM could work for you:
BONUS Tip: Sales Enablement
If you've read this far, congrats. I want to reward you. What functionality will help sales do a better job, faster, close more business, stay organized, and be happy? Tools exist to help sales people, as well as management. Consider the following ideas to help empower sales: