The marketing-versus-sales struggle can take on Steve Smith versus Virat Kohli proportions; and if allowed to fester, it can cause damage to your business and brand.
A poor relationship between sales or marketing and other back-office functions can also cause problems if not addressed. These relationships are often epitomised by comments such as “That’s not my problem” or “I’m selling, I don’t have time to help you with that.” So, how do you shift everyone onto the same page?
Everyone should own the result
Any business, regardless of whether it’s a financial planning outfit, a construction company or a small corner store, will aim to grow profits and revenue. In most small or medium-sized businesses, the responsibility for revenues will fall to the business owner and the sales team – but is this fair? To my way of thinking, everyone in a business should own the result, by understanding the basic financials of the business and how their role supports the achievement of these strategic goals.
Take marketing as an example. Marketing, by and large, is responsible for lead generation and for developing your products and services. Instead of framing goals around content and adherence to a budget, drive the marketing function to deliver the same revenues and gross operating profit targets that apply to your sales team. This will change the way the marketing team thinks, and will lessen the chance of yet another aimless ‘awareness’ campaign. Moreover, creating some financial targets for marketing makes you more likely to see a new spirit of collaboration between them and your sales function. Also, the mutual focus on financial targets will drive activity towards areas that will improve lead generation and sales.
Success bonuses cover everyone
Not at all! Consider the use of success bonuses. These gratuities depend on a business hitting its revenue and profit targets. At that point, everyone receives a bonus based on this performance. By using success bonuses, it’s possible to empower your entire staff – whether they’re in sales, IT, human resources or fulfilment – to take a more active role in the business. At the same time, as an owner you must be prepared to consider the feedback from your staff, and be more inclusive when you establish and review goal setting.
By sharing the rewards, you’re also distributing responsibility across many more shoulders. This will drive greater teamwork and potentially achieve superior results.
