Uniting Sales and Marketing in a single team
Posted: Sun Dec 15, 2024 3:44 am
Historically, Sales and Marketing teams have worked separately, especially in B2B companies. In organizations that are not digitally mature, the two teams operate in silos. In other words, data sharing, collaboration, and cooperation are all difficult. There is often a significant amount of friction and competition between the two italy phone number for whatsapp departments, and they regularly work to achieve very different goals and strategies.
In the past, sales was considered the dominant force in any B2B organization. They held the keys to the kingdom. Today, the marketing team is equally important. Responsible for the entire customer contact process, from early engagement to post-purchase interactions, they play a vital role in managing all important customer touchpoints.
Ultimately, merging sales and marketing functions into one global team with the same leadership will give you the best chance of transformation. That’s because sales and marketing roles are so intertwined and interdependent that it doesn’t make much sense to separate them.
Marketing generates interest in your products. Sales converts that interest into revenue. Neither can function without the other. So why persist with an organizational structure that separates them and introduces unnecessary friction?
In the past, sales was considered the dominant force in any B2B organization. They held the keys to the kingdom. Today, the marketing team is equally important. Responsible for the entire customer contact process, from early engagement to post-purchase interactions, they play a vital role in managing all important customer touchpoints.
Ultimately, merging sales and marketing functions into one global team with the same leadership will give you the best chance of transformation. That’s because sales and marketing roles are so intertwined and interdependent that it doesn’t make much sense to separate them.
Marketing generates interest in your products. Sales converts that interest into revenue. Neither can function without the other. So why persist with an organizational structure that separates them and introduces unnecessary friction?