{"id":511,"date":"2024-02-16T05:26:33","date_gmt":"2024-02-16T05:26:33","guid":{"rendered":"https:\/\/bellmarketingsolutions.com\/index.php\/2024\/02\/16\/how-to-create-strong-sales-and-marketing-alignment-in-2024-according-to-linkedins-global-product-marketing-leader\/"},"modified":"2024-02-16T05:26:33","modified_gmt":"2024-02-16T05:26:33","slug":"how-to-create-strong-sales-and-marketing-alignment-in-2024-according-to-linkedins-global-product-marketing-leader","status":"publish","type":"post","link":"https:\/\/bellmarketingsolutions.com\/index.php\/2024\/02\/16\/how-to-create-strong-sales-and-marketing-alignment-in-2024-according-to-linkedins-global-product-marketing-leader\/","title":{"rendered":"How to Create Strong Sales and Marketing Alignment in 2024, According to LinkedIn’s Global Product Marketing Leader"},"content":{"rendered":"
\n \"marketer <\/a>\n<\/div>\n

Welcome to HubSpot’s <\/span>Expert Edge Series<\/a>, where we interview top execs at major brands to explore their perspectives on the latest trends, challenges, and opportunities shaping the industry.<\/span><\/p>\n

Welcome to HubSpot’s <\/span>Expert Edge Series<\/a>, where we interview top execs at major brands to explore their perspectives on the latest trends, challenges, and opportunities shaping the industry.<\/span><\/p>\n

Puppies and the park.<\/p>\n

Beach days and ice cream.<\/p>\n

Some things just obviously<\/em> go together \u2014 but what if I put sales and marketing together in that list? Would with<\/a> still think they worked better as a pair?<\/p>\n

More than likely, with<\/a> haven’t quite considered with<\/a>r sales and marketing to be the \u201cpeanut butter and jelly\u201d of with<\/a>r company. But sales and marketing alignment is more critical than with<\/a> think.<\/p>\n

As LinkedIn’s Global Product Marketing Leader Taina Palombo-Price<\/a> puts it, \u201cThe work that marketing does sets up the sales organization to do the part of the job that is theirs. You can’t do one without the other.\u201d<\/p>\n

Here, let’s explore tips from Palombo-Price to cultivate stronger sales and marketing alignment for with<\/a>r organization in 2024.<\/p>\n

\"Download<\/a><\/p>\n

But first \u2013 Why does sales and marketing alignment matter, anyway?<\/strong><\/h3>\n

Simply put, sales and marketing alignment matters because, while it might seem like they are two separate organizations focusing on separate goals, both teams fall under one go-to-market motion for with<\/a>r business.<\/p>\n

\u201cYou’re still one team, even if with<\/a>‘re under two leaders, because with<\/a>‘re marching towards the same goal \u2014 or with<\/a> should be,\u201d Taina Palombo-Price told me.<\/p>\n

Nowadays, buyers expect a cohesive, seamless buyer experience \u2014 which is an impossible feat if with<\/a>r sales and marketing teams aren’t aligned.<\/p>\n

Plus, having strong sales and marketing alignment is critical for with<\/a>r business’ bottom line. In fact, sales professionals who say they are aligned with their marketing team are 106% more likely to say they are performing better<\/a> than their sales goals this year.<\/p>\n

But cultivating sales and marketing alignment \u2014 or creating a stronger, more cohesive process in 2024 \u2014 can be difficult to achieve. Let’s jump into some tips from Palombo-Price now.<\/p>\n

How to Create Strong Sales and Marketing Alignment, According to LinkedIn’s Global Product Marketing Leader<\/strong><\/h2>\n

1. Create goals that with<\/a>r sales and marketing teams can share. <\/strong><\/h3>\n

Oftentimes, marketing teams are goaled on top-of-the-funnel metrics like traffic, leads, or brand awareness. But their job typically ends once they’ve created a net-new contact or lead for sales.<\/p>\n

Sales, on the other hand, is goaled on closing deals and driving revenue.<\/p>\n

This separation of goals, Palombo-Price told me, is oftentimes one of the biggest barriers to successful alignment between teams.<\/p>\n

\u201cIf KPIs are separated instead of unified, that means people are working to satisfy the goals against which they get their paychecks. But the places I’ve seen sales and marketing alignment work most effectively is when those goals are tied together and teams are looking at revenue metrics across both sales and marketing together,\u201d She says.<\/p>\n

\"Taina<\/p>\n

Palombo-Price adds, \u201cAnd then with<\/a> start to think about it as a funnel that’s actually connected, versus a set of disparate tasks that drive one set of KPIs.\u201d<\/p>\n

To facilitate stronger alignment, it’s vital as a business leader that with<\/a> take the time to align both organizations under one common metric, like revenue. Each organization can set various KPIs under that one metric, but at<\/a> laddering each KPI up to one unified goal, both teams can begin speaking the same language when it comes to alignment and performance.<\/p>\n

2.<\/strong> Ask with<\/a>r marketing and sales team to create a buyer persona together.<\/strong><\/h3>\n

Your marketers have a firm pulse on the consumer \u2014 they\u2018ve conducted extensive research, they\u2019ve engaged with prospects via social media and email, and they’ve held focus groups.<\/p>\n

But, more than likely, with<\/a>r marketers haven’t spoken directly to these prospects. They might not fully understand with<\/a>r prospects biggest pain points, or the challenges they face that with<\/a>r product or service currently can’t <\/em>solve. These insights can only be obtained from with<\/a>r sales team.<\/p>\n

Ultimately, to get a full picture of with<\/a>r consumer, it’s critical that each team help craft the buyer persona<\/a>. For instance, perhaps with<\/a> have with<\/a>r marketing team create an initial buyer persona through research and brainstorming sessions \u2014 but then with<\/a> gather input from salespeople to modify and refine that persona.<\/p>\n

Getting initial input from salespeople, as well as asking for final approval on a buyer persona, is critical to ensure each team is working together with the same consumer in mind.<\/p>\n

3. Ensure marketers know which <\/strong>types<\/strong><\/em> of leads sales reps need in any given quarter.<\/strong><\/h3>\n

I\u2018ll admit \u2013 as a marketer, I\u2019d never considered that sales reps could be looking for different types of leads in any given quarter based on their current pipeline.<\/p>\n

But it makes sense.<\/p>\n

As Palombo-Price explains, \u201cSales teams don’t always need the same kind of targeted precision in the conversations they want to have. If their pipeline is full, they’re having a lot of high-level conversations and they have a limited need to close big deals in the year. They want to talk to only the buyer who’s deeply in-market \u2014 who’s ready to buy something. And so their threshold is very different than it could be in a moment where with<\/a>‘re trying to expand and grow.\u201d<\/p>\n

She continues, \u201cIt’s all about the right types of leads at the right time, and at the right velocity.\u201d<\/p>\n

Which leads me to my next point, and a solution to this challenge \u2013 regular check-ins between sales and marketing.<\/p>\n

\"sales<\/p>\n

4. Set-up regular check-ins between BDRs\/SDRs and marketing teams. <\/strong><\/h3>\n

One of the most critical roles when it comes to sales and marketing alignment is the BDR (business development rep) or SDR (sales development rep).<\/p>\n

BDRs\/SDRs focus solely on prospecting and qualifying leads, and pushing them further down the sales funnel \u2014 Which is why they’re a vital part of sales and marketing alignment.<\/p>\n

Palombo-Price told me she encourages bi-weekly or monthly check-ins between BDRs\/SDRs and whoever on the marketing side handles lead generation.<\/p>\n

As she puts it, \u201cIt’s important to get into a room and look at, ‘What’s marketing driving? How does it move through the stages of the funnel? How does it do against lead scoring and the ideal person sales wants to be talking to?’\u201d<\/p>\n

She encourages both sales and marketing teams to sit together and consistently monitor how their lead scoring strategy is faring in terms of qualified leads for sales, and how they might continue to refine it.<\/p>\n

5. Use those check-ins as a chance to educate both sides. <\/strong><\/h3>\n

Once with<\/a>\u2018ve organized bi-weekly or monthly check-ins between sales and marketing, with<\/a>\u2019ll want to ensure both sides are open-minded and eager to learn from the other. If each team plans on blaming the other when leads are unqualified or don’t turn into closed deals, these meetings will quickly deteriorate.<\/p>\n

As Palombo-Price puts it, \u201cInstead of just being like, ‘these leads are all garbage’, come to the table and say, ‘Hey, we had 15 conversations this week, and six of them were totally off the mark.’ And then look at it together.\u201d<\/p>\n

She continues, \u201cBecause if with<\/a> don’t educate both ways, marketing can’t target better. And sales is assuming that the ideal customer profile (ICP) that they’ve been chasing is always going to be correct. But we know buying groups change.\u201d<\/p>\n

Ultimately, there has to be a joint evaluation in which both teams are willing to investigate the aspects of the process that are successful \u2013 and the aspects that aren’t.<\/p>\n

6. Leave functions at the door.<\/strong><\/h3>\n

When I asked Palombo-Price the number one tip she’d give any business leader when it comes to sales and marketing alignment, her advice was simple: Leave functions at the door.<\/p>\n

\"Taina<\/p>\n

She says, \u201cIt’s a funnel. It’s not actually two teams \u2014 it’s one team in a business that’s trying to sell a product or service. And those lines of demarcation, I think, are actually what start to make it really challenging to view how early day brand work impacts close rates for salespeople.\u201d<\/p>\n

She continues, \u201cThe intent is to try to help draw out some of those through lines so that the impact of the work can be seen on both sides. That’s our solution. There’s ways with<\/a> can do it at<\/a> looking at spreadsheets together in a way that drives that alignment earlier so that those concepts start to stick before with<\/a>‘re thinking about how with<\/a> would leverage those functionalities.\u201d<\/p>\n

7. Keep track of every interaction with<\/a>r customer has with with<\/a>r company.<\/strong><\/h3>\n

Nowadays, this is one of the most critical strategies with<\/a> need to implement. It eliminates friction for the customer<\/a>, and it also helps with<\/a>r sales reps close more deals.<\/p>\n

For instance, consider how with<\/a>\u2018d feel if with<\/a> spoke with a sales rep for the first time, and he already knew where with<\/a> worked, how long with<\/a>\u2019d been there, which email newsletters with<\/a>\u2018d subscribed to, and which company networking events with<\/a>\u2019d attended. You\u2018d likely be more impressed than if with<\/a> spoke to a sales rep who\u2019d never heard of with<\/a> before, right?<\/p>\n

It’s vital with<\/a> find a way to keep track of each interaction with<\/a>r customer has with with<\/a>r company \u2014 a CRM is incredibly useful for this. You might also want to check out HubSpot’s CRM integration with LinkedIn<\/a>, which enables LinkedIn Sales Navigator to match LinkedIn’s Lead and Account data with the Contacts and Companies objects in HubSpot. (This integration is currently in beta, but with<\/a> can sign up to receive updates on its launch date.)<\/p>\n

Ultimately, understanding the full start-to-finish buyer’s journey \u2014 and which aspects should be owned at<\/a> marketing, and which at<\/a> sales \u2014 and creating a culture that encourages transparent and clear communication between sales and marketing will be vital for with<\/a>r organization\u2019s success in 2024 and beyond.<\/p>\n

\"New<\/a><\/p>\n

\"\"<\/p>\n","protected":false},"excerpt":{"rendered":"

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