How to achieve marketing and sales alignment with a Growth culture?
Posted: Wed Dec 11, 2024 10:58 am
How can Growth culture achieve marketing and sales alignment? Learn how to get your teams working together here.
Table of contents
In the past, the dynamics of bc data hong kong package companies created a struggle between teams, where each one sought to grow on their own instead of collaborating. We saw how marketing took the lead in attracting new prospects and positioning itself in the market , while sales took the role of closing. From my point of view, this made us short-sighted.
The reality is that these teams cannot live without each other. It is impossible to imagine a Marketing department without sales feedback or a sales team without Marketing support. Fortunately, in recent years we are seeing a change in the world where we are no longer obsessed with revenue. Companies today have seen how growth is actually much more important.
To achieve this, teams are starting to look to the side, see what they need and how to add value to each other. Successful companies are those that dare to take that step and understand the importance of their teams colliding, having open conversations, coming up with new ideas and being completely aligned.
marketing and sales work teams
A look at growth
There is a lot of talk about Growth, because it is precisely aligned with the health of companies. Today, this is no longer measured only by the achievements of the Sales departments, but by the ecosystem that companies manage to create.
This brings us to the topic of culture. In general, organizational culture is changing towards an understanding of the importance of all teams contributing in the same way, where everyone is rowing towards the same goal. And how is this achieved?
With communication between the different teams.
With alignment so that everyone goes towards the same objectives and goals.
Looking for profiles that are not only executors, but also problem solvers.
It is no longer Sales' responsibility to lead the way in growth with potential customers, but rather to grow with existing customers and in different sectors. And that is where the commercial strategy aims to help existing customers make repeat purchases and grow within what they acquire from companies.
How to build Growth-focused teams?
1. Hiring
The first thing to do is to analyze who we are bringing into the organization. For example, at Hubspot Latin America, teams have started to dedicate time to help with the onboarding process of new employees.
When we do an interview in Sales , it is common to see people from the service area, marketing teams and other areas participating in the hiring committees, because everyone is already looking to be aligned.
2. Speak the same language
This is a fundamental pillar and one in which there are still many problems. Landing this idea, we can see companies where each of the areas uses different data and does not know how to communicate.
Today we must have a single source of truth that provides us with homogeneous information, whether it be databases, indicators, or others. And all those who use it must accept that it is the only source to turn to.
3. Processes
The third step is to understand the processes and the role of each person in them. Knowing how far I go and when the next part of the process comes in. For example, you have to understand that Marketing is the first contact that any prospect will have. By giving value to this step, Sales, in turn, will assume the responsibility of covering that prospect.
4. Feedback
This is nothing new, but as we execute processes, we need to keep our ears open to understand how they are working, where there is friction and where problems are generated. And once a dynamic of working together has been established, bring these issues to the table and see the best possible solution.
corporate learning culture
Fostering a culture of learning
You have to understand that growth is change. And when you change, you make mistakes. So, a first step to analyze is to identify how we are seeing mistakes. Are we punishing them? If so, people are most likely to limit themselves.
That is why we need to start by proposing a culture that celebrates mistakes. Understanding that when we make mistakes, there is a learning experience behind them. If we did something that we shouldn't have done or did it in the wrong way, it doesn't matter, because we have learned from it.
However, we must remember that the learning culture seeks to avoid making the same mistakes over and over again. For example, if I made a mistake in a certain area, I have already learned that, so I can move on to make new mistakes, but not the same one.
Another parameter we must give is to provide clarity on where mistakes can be made and where they cannot. Clarity of message, strategy and vision is key because it allows people who are working on a day-to-day basis to know where we are going, where we are oriented and to have certain barriers where they can move. In this way, mistakes will not be catastrophic, but within the manageable.
Third, we need to provide coaching or support from leaders to the people at the front of the line. This is really difficult to materialize. Today at Hubspot we dedicate 60% of a leader's time to coaching . They take their teams, identify skills and generate a work plan where both parties commit and learn to move their projects forward.
We are no longer talking about a manager who only looks at numbers and gives 2 or 3 orders, but rather we see a professional , whose work has become closer to that of a psychologist, who seeks to understand what is happening to the employee, what is happening to his family, what makes him happy, what are his long-term objectives and personal goals. These conversations allow the person to grow in the end.
To conclude, learning is not necessarily about selling, but about making people learn and grow within the company. As Eduardo Eneque, CEO of Impulse, also mentions, it is necessary to “enable growth processes within the company, give spaces for the team to learn new things and facilitate the development of their capabilities and skills.”
Table of contents
In the past, the dynamics of bc data hong kong package companies created a struggle between teams, where each one sought to grow on their own instead of collaborating. We saw how marketing took the lead in attracting new prospects and positioning itself in the market , while sales took the role of closing. From my point of view, this made us short-sighted.
The reality is that these teams cannot live without each other. It is impossible to imagine a Marketing department without sales feedback or a sales team without Marketing support. Fortunately, in recent years we are seeing a change in the world where we are no longer obsessed with revenue. Companies today have seen how growth is actually much more important.
To achieve this, teams are starting to look to the side, see what they need and how to add value to each other. Successful companies are those that dare to take that step and understand the importance of their teams colliding, having open conversations, coming up with new ideas and being completely aligned.
marketing and sales work teams
A look at growth
There is a lot of talk about Growth, because it is precisely aligned with the health of companies. Today, this is no longer measured only by the achievements of the Sales departments, but by the ecosystem that companies manage to create.
This brings us to the topic of culture. In general, organizational culture is changing towards an understanding of the importance of all teams contributing in the same way, where everyone is rowing towards the same goal. And how is this achieved?
With communication between the different teams.
With alignment so that everyone goes towards the same objectives and goals.
Looking for profiles that are not only executors, but also problem solvers.
It is no longer Sales' responsibility to lead the way in growth with potential customers, but rather to grow with existing customers and in different sectors. And that is where the commercial strategy aims to help existing customers make repeat purchases and grow within what they acquire from companies.
How to build Growth-focused teams?
1. Hiring
The first thing to do is to analyze who we are bringing into the organization. For example, at Hubspot Latin America, teams have started to dedicate time to help with the onboarding process of new employees.
When we do an interview in Sales , it is common to see people from the service area, marketing teams and other areas participating in the hiring committees, because everyone is already looking to be aligned.
2. Speak the same language
This is a fundamental pillar and one in which there are still many problems. Landing this idea, we can see companies where each of the areas uses different data and does not know how to communicate.
Today we must have a single source of truth that provides us with homogeneous information, whether it be databases, indicators, or others. And all those who use it must accept that it is the only source to turn to.
3. Processes
The third step is to understand the processes and the role of each person in them. Knowing how far I go and when the next part of the process comes in. For example, you have to understand that Marketing is the first contact that any prospect will have. By giving value to this step, Sales, in turn, will assume the responsibility of covering that prospect.
4. Feedback
This is nothing new, but as we execute processes, we need to keep our ears open to understand how they are working, where there is friction and where problems are generated. And once a dynamic of working together has been established, bring these issues to the table and see the best possible solution.
corporate learning culture
Fostering a culture of learning
You have to understand that growth is change. And when you change, you make mistakes. So, a first step to analyze is to identify how we are seeing mistakes. Are we punishing them? If so, people are most likely to limit themselves.
That is why we need to start by proposing a culture that celebrates mistakes. Understanding that when we make mistakes, there is a learning experience behind them. If we did something that we shouldn't have done or did it in the wrong way, it doesn't matter, because we have learned from it.
However, we must remember that the learning culture seeks to avoid making the same mistakes over and over again. For example, if I made a mistake in a certain area, I have already learned that, so I can move on to make new mistakes, but not the same one.
Another parameter we must give is to provide clarity on where mistakes can be made and where they cannot. Clarity of message, strategy and vision is key because it allows people who are working on a day-to-day basis to know where we are going, where we are oriented and to have certain barriers where they can move. In this way, mistakes will not be catastrophic, but within the manageable.
Third, we need to provide coaching or support from leaders to the people at the front of the line. This is really difficult to materialize. Today at Hubspot we dedicate 60% of a leader's time to coaching . They take their teams, identify skills and generate a work plan where both parties commit and learn to move their projects forward.
We are no longer talking about a manager who only looks at numbers and gives 2 or 3 orders, but rather we see a professional , whose work has become closer to that of a psychologist, who seeks to understand what is happening to the employee, what is happening to his family, what makes him happy, what are his long-term objectives and personal goals. These conversations allow the person to grow in the end.
To conclude, learning is not necessarily about selling, but about making people learn and grow within the company. As Eduardo Eneque, CEO of Impulse, also mentions, it is necessary to “enable growth processes within the company, give spaces for the team to learn new things and facilitate the development of their capabilities and skills.”