That means the pace of play heightens during a game of kickball or tag vs. a more tranquil environment downstairs playing board games or watching TV.
Oh, and outside, Mom and Dad aren’t always within earshot, so issues that can easily be parented inside tend to escalate outside the friendlier confines of the house. So, inevitably, one of the kids bursts through the front door – often in tears – yelling, “Moooooooommmm?!?” (Why is it always Mom?)
And it’s on. The other one enters 37 seconds later with the “other” side of the story and the game of he-said-she-said is in full swing, complete with fingers wagging and pointing.
Much of the same occurs in business when something derails a project, a goal isn’t met, or the company loses a sales deal to a competitor. There’s a good chance that the culprit is organizational misalignment, featuring key players (sales, marketing, operations) out of sync. Wins are tough to come by when sales and marketing aren’t on the same page. And when deals fall through, finger pointing often is the result.
By aligning sales and marketing, businesses have seen sales win rates increase by 15% and company revenue rise by 25%. In addition, sellers become 57% more likely to turn into top performers. Now those are numbers that would cause any executive to sprint to the next board meeting.
In her recent post, which first appeared on chiefmarketer.com – Taking Ownership of the Customer Journey to Improve B2B Sales – Kelly Smith-Dotson, CMO at SAVO, takes aim at the misalignment between sales and marketing organizations. Kelly notes that just 27% of the leads that marketers send to sales teams are qualified; therefore, up to 79% never convert.
Giving the marketing team ownership of the B2B customer journey can cut out the finger-pointing because collaboration breeds profitability.
Check out Kelly’s original post for the full scoop on how – and more importantly why – marketing should own 100% of the customer journey.