Post by account_disabled on Mar 5, 2024 0:11:12 GMT -5
Well, I've been in B2B Marketing for a while and right now I work as a Demand Generation & CRM manager for iContainers and Shipa Freight, which belong to the Agility group. They are online freight forwarders that make it easier for importers and exporters who want to import/export their products internationally to obtain prices quickly and can even reserve container space online.
Since our websites are fundamentally based on an online quote as the main product, we have a large number of inbound leads. In this sense, an important Industry Email List task here is to determine strategies so that Sales receives the most qualified leads possible, using everything from tools that use artificial intelligence to the most traditional marketing automation .
Why do you think it is important to be aligned with the sales team when defining a demand generation strategy? It is known that in B2B environments, there is usually friction/tension between Marketing and Sales. In my opinion, if it is constructive to achieve business objectives, it does not have to be bad in itself, as long as - of course - it does not exceed certain limits. In fact, the common will to achieve business objectives is what makes us align .
In the end, in B2B Marketing - and specifically everything related to Demand Generation - you have to focus on selling more and better. That is, when we talk about generating B2B demand we are talking about making it easier for the sales team to meet the company's business objectives, by obtaining the most qualified demand possible. That is why it is usually related to the expression sales enablement .
To give an example, the definition of the type of potential client (lead) that we want to capture is not something that Marketing alone should do, but rather it must be agreed upon and, if historical data is available, based on it (in the sense of what characteristics the leads have that have historically converted the most into clients). What actions do you think are most effective so that the marketing team is 100% aligned with the sales team.
So that we are aligned on fundamental aspects, it is good for both departments to talk frequently. I'm talking about weekly meetings where we catch up, align, etc.Also documenting everything that is done at the level of implementations, projects, decisions, etc. is a very good practice to avoid misunderstandings. For example, if we carry out a new project of a certain size, it is best that all stakeholders validate it before its implementation. And that also includes projects between Marketing and Sales.
Then, another very important aspect is the analysis of the funnel in a holistic way , with a view of all the stages (in short, Visits -> Leads -> MQLS -> SQLs -> Sales). It is not good to continually fall into “I don't sell enough because you give me bad leads” or “I give you good leads but you don't know how to sell”, because if we stay here it is not constructive. The interesting thing here is to analyze the funnel holistically and see where the parts to improve are.
Traditionally, it is said that Marketing is responsible for the upper part of the funnel and Sales is responsible for the lower part. Although there is a certain amount of logic in this statement, it is also true that to improve we must consider the entire funnel to determine where the part is in which we must improve (that is, where the conversion falters the most).Once detected, it may be that Marketing must implement strategies to improve it. Maybe Sales has to do it. Or it may be that they should be joint actions. It will depend on where the part to improve is.
Since our websites are fundamentally based on an online quote as the main product, we have a large number of inbound leads. In this sense, an important Industry Email List task here is to determine strategies so that Sales receives the most qualified leads possible, using everything from tools that use artificial intelligence to the most traditional marketing automation .
Why do you think it is important to be aligned with the sales team when defining a demand generation strategy? It is known that in B2B environments, there is usually friction/tension between Marketing and Sales. In my opinion, if it is constructive to achieve business objectives, it does not have to be bad in itself, as long as - of course - it does not exceed certain limits. In fact, the common will to achieve business objectives is what makes us align .
In the end, in B2B Marketing - and specifically everything related to Demand Generation - you have to focus on selling more and better. That is, when we talk about generating B2B demand we are talking about making it easier for the sales team to meet the company's business objectives, by obtaining the most qualified demand possible. That is why it is usually related to the expression sales enablement .
To give an example, the definition of the type of potential client (lead) that we want to capture is not something that Marketing alone should do, but rather it must be agreed upon and, if historical data is available, based on it (in the sense of what characteristics the leads have that have historically converted the most into clients). What actions do you think are most effective so that the marketing team is 100% aligned with the sales team.
So that we are aligned on fundamental aspects, it is good for both departments to talk frequently. I'm talking about weekly meetings where we catch up, align, etc.Also documenting everything that is done at the level of implementations, projects, decisions, etc. is a very good practice to avoid misunderstandings. For example, if we carry out a new project of a certain size, it is best that all stakeholders validate it before its implementation. And that also includes projects between Marketing and Sales.
Then, another very important aspect is the analysis of the funnel in a holistic way , with a view of all the stages (in short, Visits -> Leads -> MQLS -> SQLs -> Sales). It is not good to continually fall into “I don't sell enough because you give me bad leads” or “I give you good leads but you don't know how to sell”, because if we stay here it is not constructive. The interesting thing here is to analyze the funnel holistically and see where the parts to improve are.
Traditionally, it is said that Marketing is responsible for the upper part of the funnel and Sales is responsible for the lower part. Although there is a certain amount of logic in this statement, it is also true that to improve we must consider the entire funnel to determine where the part is in which we must improve (that is, where the conversion falters the most).Once detected, it may be that Marketing must implement strategies to improve it. Maybe Sales has to do it. Or it may be that they should be joint actions. It will depend on where the part to improve is.