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Many of you may have heard of the organizational battles that exist between sales and marketing departments.
Marketing and sales both aim towards producing and increasing revenue. They are so closely connected that people often times do not realize the distinction that exists between the two.
Generally, in smaller organizations, the same people perform both sales and marketing duties.
Nevertheless, marketing is distinctly different from sales and as the organization grows, the roles and responsibilities become more visibly unique.
With Marketing, Customer orientation generally involves intently listening to and eventual accommodation of the target market to determine their future needs. Additionally, marketers generally have a long term relationship strategy in place to address those needs.
Sales has more of a customer orientation guaranteeing customer demand matches the product offerings within the company.
All in all, Marketing tends to have a
“PULL” strategy; whereas Sales Strategies are , in most cases, “PUSH.”
Undoubtedly, both components are necessary to achieve company goals, objections and ultimately to positively affect the bottomline.
It is vitally important that each of these very different elements work together seamlessly from a customer perspective and benefit.
Without marketing, you would not have prospects or leads to follow up with, but yet without a good sales technique and strategy your closing rate would be lacking.
Marketing and sales should work simultaneously, but in most companies they are departments that don’t speak to each other or have a clue as to what the other is doing.
In my experiences, the way to find harmony within the two departments is making sure they constantly work together, truly understand each other’s worlds, and are always making important decisions together.
If possible, it is a great idea for each department to express empathy by walking in each other’s shoes to observe or experience the successes and difficulties each entity faces.
I’d love to hear from you.
In your opinion, how can organizations strike a healthy balance to achieve overall success when individuals on a team possess different success goals and measures?
How do small or larger organizations integrate distinct entities, like marketing and sales, to achieve a healthy balance that benefits the bottomline?
Lastly, can you share some examples other than sales and marketing where roles and responsibility are distinctly different yet require balance and commonality to achieve excellence?
~ Preston Byrd