建立销售和营销协调，以实现收入目标

Gartner for Sales Leaders Integrating Sales andMarketing to Drive Demand A proven commercial strategy for growth in any market Orchestrated digital and sales rep interactionsdeepen customer learning and lead to higher-quality deals A seamless omnichannel customer experience and guidance from reps are important — but only whenthey work together to foster deep buyer learning and self-reflection necessary for productive B2B buying.As buyer journeys become more complex, commercial organizations must deliver a more integratedhuman and digital customer learning experience. Breaking down silos between sales and marketing to help customers learn and buy more is an incrementalprocess. Wherever your organization is on the journey, you can take steps to build a streamlinedcommercial engine. How do you get started? In this eBook we provide: Sales organizations that prioritizealignment with marketing are nearlythreetimes more likelyto exceed new customeracquisition targets. •An outline of the desired B2B buyer experience and where sellers fit in •The four phases of sales and marketing alignment Source: Gartner •The six main areas to assess for maturity •Two real-life examples of companies that have gotten results with a unified commercial strategy Separate sales rep and digital engagementstifles customer learning To meet customers' needs across channels, chief sales officers (CSOs) take two approaches: •Focus on talent acquisition, development and strategy by way of human-led channels. Increase investment on digital channels, relying on marketing to drive commercial results. Neither approach is likely to solve the underlying problem: ineffective customer learning. Unified sales rep and digital engagement deepens3 stages of learning Sales and marketing can work together to create an integrated, customer-centric commercial strategy thatchoreographs customer learning moments across channels. How and when sellers intervene is key to deep learning Sales reps can coordinate with marketing todeliver course-smoothing and course-changinginterventions at key moments across the purchasejourney. Choreographing these interventionsensures that customers progress smoothly throughthree stages of learning, ultimately culminating in ahigh-quality deal. CustomerLearning Stages Customers that take the time to reflect on theirpurchase decision and realize something newabout their own needs and goals are16%more likely to have high confidence.Decisionconfidence results in a higher likelihood ofcompleting a high-quality deal. Learn more about creating customerlearning paths Where does your organization stand?4 levels of sales and marketing alignment Chart your path to a unified commercial strategy across four levels: How Marketing and SalesLeaders Can ProgressivelyAdvance in MaturityIllustrative Maturity Level 1Strategic Alignment Where does your organization stand?6 main areas of maturity To achieve the desired buyer journey, sales and marketing leaders should assess six main areas that areessential to customer-centric, go-to-market strategy: Case study SMART Technologies: A new way to organize Summary:Siloed commercial operations posed a hidden yet significant threat to growth. SMARTTechnologies integrated sales, marketing and service silos into a single commercial engine todevelop a unified go-to-market strategy with teams whose responsibilities are tied to buying jobs. Problem Action Results •Created a compelling, customer-centric changenarrative to get C-suite buy-in•Redesigned customer-facing commercial roles toalign to customer buying jobs•Combined newly defined roles into cohesivesix- to 10-person teams to enable shared visibilityand accountability•Established customer-centric businessprocesses to jointly deliver value across thecustomer journey As B2B buyers increase digital and multichannelbuying, siloed commercial operations led to adiscontinuous purchase experience, resultingin operational redundancies, excess spend andloss of business. •Increased year over year (YoY) revenue byabout 48%, lead volume by 50% and leadacceptance rate by 35% •Defined all customer tasks and supportingorganizational activities — regardless of legacyfunctional responsibilities — and mapped out skillsneeded to execute on each to develop customer-centric commercial roles •Combined newly defined roles into cohesiveteams with shared objectives to enable visibilityand team leader accountability at scale Read Full Story Case study Altium: Organizing data for more transparent buying journeys Summary:Extensive virtual collaboration among B2B buying group members adds unwantedcomplexity to purchase processes. Altium developed a simple external-facing tool to help marketers,sellers and buying groups track progress, build consensus and optimize interactions. Problem Action Results •Created a simple tracking tool editable bybuyers, sellers and marketers to enable sharedunderstanding of a purchase journey to help allpar