Winning the Sale Requires Marketing

winning

To win a sale requires a number of factors all aligning properly at the right moment.  The buyer’s need, a good story, the right product, and of course, an easy fulfillment (sales) process.

I’ve led marketing and sales teams for more than 20 years.  Neither could win without the other, yet each feel confident they reign supreme when it comes to closing the business.  However, there is an increasing body of work that suggests the role of the sales person, relative to closing the business, is decreasing.  Buyers are self-educating themselves all the way through fulfilling their own purchase.  Think Amazon.  You sign in, check out the product your interested in, perhaps read some reviews, and into your cart it goes straight through to check out.  If you’re Amazon Prime, 3 days later it’s in your hands and ready for use.  As the buyers journey continues to change, it’s up to the sales leader to adjust and learn new strategies that will increase their effectiveness; adding the right ingredients, at the right time, to achieve the desired outcome – a sale.

Nothing gets sold without a product, price, place or promotion.  I’ll add process in there as well as the 5th “P” of Marketing.  Combining these 5 P’s into a single offer that results in a sale is where the true beauty, art, and science all come together with marketing and sales.

Marketing is the lead function in any organization that is charged with providing an end-to-end view of the buying process.  Beginning with product development and ending with the sale, Marketing’s role is one focused entirely on creating a remarkable experience for the buyer on his journey to the cash register.  Much like a cardiologist confers with an anesthesiologist prior to surgery, a sales person should consult with Marketing.  No matter how great a heart surgeon is, she would never go into the operating room without the help of a strong and competent anesthesiologist.  If she did it would be disastrous.  If a sales person meets with a prospect without understanding the marketing behind the product the outcome can be quite disappointing.  And while I’m certain egos exist in the OR, I’m equally aware of the egos that exist within Marketing and Sales.

So here’s my challenge to Sales leaders interested in improving their team’s results…

Partner with Marketing to truly understand the offer.  I’m sure some heads are shaking right now and perhaps worse tempers are flaring.  Sales leaders by nature are confident with Texas-sized egos.  But the great sales leaders know it’s all about being a continuous learner.  Without learning you can’t be strategic, and without strong strategy skills

you’ll never improve your results.  You’ll simply go about doing things as you’ve always done, getting what you’ve always got.

Instead, I’d suggest sales leaders meet with their marketing peers.  Ask them questions surrounding the 5 P’s.

  1. What are the 3 most important features of this product and why?
  2. How did we arrive at those features?
  3. Tell me what went into our pricing for this product?
  4. What’s the impact to our brand if we discount the product?
  5. Are there any unintended needs that our product addresses? (think Post-It notes)
  6. Where in the process would my help and involvement, from a sales standpoint, yield the greatest end result?
  7. Where in the buying process do you feel there is room for improvement and can I help?

Questions like these will accomplish several things including: establishing trust between these two functions, educating each other by expanding insights and perspectives, fostering collaboration, and most importantly, if done right, this interaction will keep the conversation, efforts, and resources focused on the customer.

So to all the sales leaders out there, open your minds, focus on the customer, and be excited about the possibility of learning something new and connect with Marketing today.

Is a Leader a Solo Act?

alone

Yesterday the Wall Street Journal published an article on Bill McDermott, the CEO of SAP. The article profiled McDermott’s rise within SAP and the fact that this German company will now be at the hands of an American CEO for the first time in its history.

McDermott has placed his beliefs front and center, stating that SAP must move quickly and innovate. “There is no speed limit on innovation” McDermott told a crowd at a recent event. But herein lies a fundamental problem that challenges  the “believability” of that statement. Can innovation happen through the efforts of one person alone or does innovation require a team?

Today’s most admired companies are those that innovate. Companies like Amazon, Google, Apple, and ExxonMobil are all at the forefront of their respective industries due to constant innovation. Additionally, their ability to innovate is often credited to their employees and the teams they have assembled to drive some of the best innovations and inventions of our times. Yet McDermott seems to have chosen a “go it alone” strategy having terminated most of SAP’s previous leaders of innovation.

SAP’s advisory board seems to be in full support of Mr. McDermott and has done nothing less than support him in his me, myself, and I strategy. But will it work? Here are 3 areas where McDermott’s strategy may go awry:

1. Collaboration breeds innovation – even the late, great, Steve Jobs saw the benefits of team collaboration when launching the first iPod as referenced in the book Inside Steve’s Brain by Leander Kahney. Teams were assembled to take a raw idea and bring it to life. Contrary to popular belief, Apple’s success wasn’t Steve Jobs alone.
2. Checks and balance. Not having a #1 or #2 on your team can lead to beliefs of invincibility and disillusionment. Every leader needs a strong next-in-line. Believing that only you have all the answers or ideas is very risky. Beyond the benefit to the business, having the right #2 will stretch and challenge the leader to explore options he or she might have otherwise dismissed.
3. Competitive Intelligence. Much like the reasons for #2 above, it’s highly unlikely for one person to be “in-the-know” on all things at all times. I rely on my team as a unit to keep us all up to speed on current and trending market conditions. Having multiple inputs from different folks minimizes bias and assumptions.

So will SAP’s strategy work? Time will tell.