April 24, 2017 - Keep the Silos on the Farm – Part II

SilosWe last left one another considering sales enablement as a door to cooperation and collaboration which breaks the traditional corporate silo structure. What does this concept look like outside of sales enablement? Let’s dig into a function a bit less obvious to the sales enablement circle – Marketing.

In many structures with high volumes of front-line sales people, the marketing function has evolved to execute two very distinct goals: support the sales team with marketing papers and market to the masses. The latter of these goals comes with targets and revenue goals and a structure all its own – a structure under the marketing team. Staying aligned with the efforts of the selling organization can become an afterthought that only surfaces on the rare occasion when efforts collide. Marketing leaders “stay in their zone” (in their silos) and coordination happens when it is requested to support the sales team.

Sales Enablement creates a completely different corporate landscape. Think of this as shared space – the neutral zone where collaboration is not only accepted but expected. The marketing process evolves intelligently to more closely mirror customer needs as identified by direct 1:1 input from the selling organization. The selling process evolves intelligently, as deployment now has the benefit of traditional marketing tools like click-through behavior and customer personas. As marketing teams consider the power of deploying sales team efforts against marketing campaigns, the concept of effective sales enablement becomes game-changing. Let’s review a use case through this lens:

A vendor partner and internal merchant have come to marketing for help in bringing a new line to a specific customer base. Historically, perhaps marketing would create an email campaign and a set of marketing collateral for the sales team to use when requested.

With sales enablement, the merchandising team brings the request to the sales enablement team who then calls on leadership across marketing, sales and e-commerce. Together, the leaders create a strategy that targets an appropriate customer base and deploys sales efforts against a marketing campaign that is bolstered by a supporting e-commerce customer experience.

With sales enablement at the core of selling concepts, collaboration elevates the efforts of all teams.  Marketing efforts that once held single digit response as the norm now benefit from the sales effort leveraging their work. Granted, some marketing will still hit the presses without sales effort deployment, but the consideration of those resources creates a whole new strategy with broader customer contact at its core.

Join us next time as we peer through the ecommerce lens.

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