Académique Documents
Professionnel Documents
Culture Documents
1. Weight the importance for each criteria in the matrix below. Be sure that your total weight equals no more or less than 100%.
2. In the "Assessment (Mktg)" & "Assessment (Sales)" tabs below, rank each scoring criteria on a scale of 1-5 based on your situation.
*Note: The Marketing Department and Sales Department should take the Assessment separately
3. Review the "Alignment Index" and discuss gaps in perception
4. Review "Results & Recos (Mktg)" & "Results & Recos (Sales)" and discuss results and recommendations
tions
Total
100%
Sales and Marketing Alignment Tool - Marketing Department Assessment
Use this tool to help you measure your organization's sales and marketing alignment.
Give your organization a score of 1-5 in the categories below to arrive at an overall alignment score (see the Results tab to find recommendations and the Index tab to check results).
Organizational Relationships
Score Justification
1 Marketing management lacks understanding of sales function, process, and skills
2 Limited understanding of sales function by Marketing management
Understanding of Sales by Marketing 3 Good understanding of Sales by Marketing management, but less among staff 5
4 Understanding of Sales function encouraged among all Marketing staff
5 Understanding of Sales function/process required by all Marketing staff
1 Marketing to Sales only, generally only when new materials/programs roll out
2 Marketing to Sales only, somewhat informal, occasionally asking for feedback
Communications Style and Ease of Access 3 Consistent two-way, formal communications around specific activities & programs 4
4 Consistent blend of formal & informal among sales and marketing management
5 Two-way, formal and informal communications, continuous feedback loop
1 Undefined. Functions have developed independently and are focused on their own tasks
2 Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations
Relationship Definitions 3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations 3
4 Aligned. Clear but flexible boundaries, common language, joint planning
5 Integrated. Share systems, performance metrics, and rewards together.
1 Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common
2 Relationships are polite but strained, collaboration is rare, groups work in silos
Collaboration, Trust & Credibility 3 Relationships improving, but open sharing and collaboration is sporadic 5
4 Sales & Marketing Management work together well, staff less likely to collaborate
5 Trust is high. All staff in both groups work well together openly, productively.
1 None
2 Sporadic projects/events in place to improve sales & marketing alignment
Alignment Improvement Practices 3 May benchmark alignment formally, but benchmarks are seldom acted upon 5
4 Routinely benchmark sales & marketing alignment and act upon insights
5 Alignment benchmarks, initiatives, & progress are required
Culture
Score Justification
1 Marketing & Sales report up through siloed executives
2 Marketing & Sales executives report to the same senior leader, but do not collaborate
Executive Alignment 3
Executive Alignment 3 Marketing & Sales executives are starting to work more collaboratively 3
4 Marketing & Sales executives are close partners and collaborators
5 Marketing & Sales report to a common executive
1 Very little risk being taken on either side, rewards not tied to joint success
2 One side takes all the risk, rewards are shared
Shared Risks and Rewards 3 Marketing and Sales start sharing risks and rewards 2
4 Risks and rewards are always shared between Sales & Marketing
5 Managers on both sides share in risks and rewards
1 Finger pointing, blame and battles for power and resources are common
2 Marketing-business relationship isn't managed or is non-existent
Marketing-Sales Relationship 3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution 3
4 Mostly collaborative and cooperative relationship, proactively working together
5 Sales and Marketing share a strong "We rise or fall together culture"
1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling
2 Processes are becoming defined, technology is used sporadically
Access to Data & Data Management 3 Technology is implemented to automate key marketing processes 2
4 Process metrics exists and are benchmarked and reviewed often
5 Sales & Marketing have a single, shared view of customer data and automated or formal processes
1 Sales messaging in the field is completely different than the official marketing messages
2 Sales is aware of the official marketing message, but often chooses different/old messages in the selling process
Messaging & Brand 3 Sales is beginning to integrate marketing and brand messages into their sales discussions 2
4 Sales often echoes marketing messages, but not always
5 Sales and marketing messages are completely in sync
Sales and Marketing Alignment Tool - Sales Department Assessment
Use this tool to help you measure your organization's sales and marketing alignment.
Give your organization a score of 1-5 in the categories below to arrive at an overall alignment score (see the Results tab to find recommendations and the Index tab to check results).
Organizational Relationships
Score Justification
1 Marketing management lacks understanding of sales function, process, and skills
2 Limited understanding of sales function by Marketing management
Understanding of Sales by Marketing 3 Good understanding of Sales by Marketing management, but less among staff 2
4 Understanding of Sales function encouraged among all Marketing staff
5 Understanding of Sales function/process required by all Marketing staff
2
1 Sales Management lack understanding of Marketing best practices
2 Limited understanding of Marketing function & role by Sales Management
Understanding of Marketing by Sales 3 Good understanding of Marketing function & role by Sales Management 2
4 Understanding of Marketing function & role encouraged among all Sales staff
5 Understanding of Marketing function & role required for all Sales staff
1 Marketing to Sales only, generally only when new materials/programs roll out
2 Marketing to Sales only, somewhat informal, occasionally asking for feedback
Communications Style and Ease of Access 3 Consistent two-way, formal communications around specific activities & programs 1
4 Consistent blend of formal & informal among sales and marketing management
5 Two-way, formal and informal communications, continuous feedback loop
1 Undefined. Functions have developed independently and are focused on their own tasks
2 Starting to Define. Efforts underway to prevent disputes, establish common language, and clarify expectations
Relationship Definitions 3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations 2
4 Aligned. Clear but flexible boundaries, common language, joint planning
5 Integrated. Share systems, performance metrics, and rewards together.
1 Two groups are at odds, open criticism, lack of cooperation, finger-pointing is common
2 Relationships are polite but strained, collaboration is rare, groups work in silos
Collaboration, Trust & Credibility 3 Relationships improving, but open sharing and collaboration is sporadic 2
4 Sales & Marketing Management work together well, staff less likely to collaborate
5 Trust is high. All staff in both groups work well together openly, productively.
1 None
2 Sporadic projects/events in place to improve sales & marketing alignment
Alignment Improvement Practices 3 May benchmark alignment formally, but benchmarks are seldom acted upon 2
4 Routinely benchmark sales & marketing alignment and act upon insights
5 Alignment benchmarks, initiatives, & progress are required
Culture
Score Justification
1 Marketing & Sales report up through siloed executives
2 Marketing & Sales executives report to the same senior leader, but do not collaborate
Executive Alignment 4
Executive Alignment 3 Marketing & Sales executives are starting to work more collaboratively 4
4 Marketing & Sales executives are close partners and collaborators
5 Marketing & Sales report to a common executive
1 Very little risk being taken on either side, rewards not tied to joint success
2 One side takes all the risk, rewards are shared
Shared Risks and Rewards 3 Marketing and Sales start sharing risks and rewards 4
4 Risks and rewards are always shared between Sales & Marketing
5 Managers on both sides share in risks and rewards
1 Finger pointing, blame and battles for power and resources are common
2 Marketing-business relationship isn't managed or is non-existent
Marketing-Sales Relationship 3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution 4
4 Mostly collaborative and cooperative relationship, proactively working together
5 Sales and Marketing share a strong "We rise or fall together culture"
1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling
2 Processes are becoming defined, technology is used sporadically
Access to Data & Data Management 3 Technology is implemented to automate key marketing processes 5
4 Process metrics exists and are benchmarked and reviewed often
5 Sales & Marketing have a single, shared view of customer data and automated or formal processes
1 Sales messaging in the field is completely different than the official marketing messages
2 Sales is aware of the official marketing message, but often chooses different/old messages in the selling process
Messaging & Brand 3 Sales is beginning to integrate marketing and brand messages into their sales discussions 1
4 Sales often echoes marketing messages, but not always
5 Sales and marketing messages are completely in sync
Sales & Marketing Alignment Marketing
Culture 2.8
1.8
Organizational Relationships
1.8
5.0
4.0
1.3 Messaging & Materials Metrics & Value-Measurement
3.0
2.0
4.3
1.0
0.0
4.8
46.84 Culture
19.75
Sales and Marketing Alignment Tool
lignment Index
Relationship Definitions 3 Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Financial Performance 4 0
Lead Scoring & Management 1 Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Pipeline Reporting & Visibility 2 Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Culture
Executive Alignment 3 Engage senior management in directing collaborative work sessions, projects, and expectations
Shared Risks and Rewards 2 Establish shared reward system, and work to collaborate and share risk
Marketing-Sales Relationship 3 Create opportunities for pro-active sales & marketing collaboration projects
Relationship/Trust Style 3 Work on relationships and shared rewards/risks to establish trust and dependency between groups
Sales Automation 4 0
System Integration 3 Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.
Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data
Access to Data & Data Management 2 integrity.
Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards
Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports
Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets
Review ROI metrics regularly and adjust resource allocation accordingly
Create 2-3 shared metrics, targets and tie targets to shared rewards
Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement
Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast
Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods
Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Engage senior management in directing collaborative work sessions, projects, and expectations
Establish shared reward system, and work to collaborate and share risk
Create opportunities for pro-active sales & marketing collaboration projects
Work on relationships and shared rewards/risks to establish trust and dependency between groups
Identify need and resources available to create marketing automation. Research best practices.
Identify need and resources available to create sales automation. Research vendors & best practices.
Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.
Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity.
Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.
Communicate brand messaging, rationale, and related research to sales regularly and consistently.
Sales and Marketing Alignment Tool - Sales Results and Recommendations
Communications Style and Ease of Access 1 Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports
Relationship Definitions 2 Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing
Collaboration, Trust & Credibility 2 cycle
Marketing Metrics Maturity 1 Review ROI metrics regularly and adjust resource allocation accordingly
Link between Marketing and Sales Metrics 2 Create 2-3 shared metrics, targets and tie targets to shared rewards
Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for
Alignment Improvement Practices 2 improvement
Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and
Financial Performance 3 forecast
Pipeline Reporting & Visibility 1 Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Culture
Executive Alignment 4 0
Marketing-Sales Relationship 4 0
Relationship/Trust Style 5 0
Sales Automation 5 0
System Integration 5 0
Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogue
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Establish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewards
Increase formal sales communication to marketing. Weekly debriefing calls, shared access to reports
Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffs
Increase dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycle
Define processes and key metrics for each campaign type, track all campaign costs and create ROI targets
Review ROI metrics regularly and adjust resource allocation accordingly
Create 2-3 shared metrics, targets and tie targets to shared rewards
Identify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvement
Develop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecast
Involve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periods
Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflow
Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leads
Engage senior management in directing collaborative work sessions, projects, and expectations
Establish shared reward system, and work to collaborate and share risk
Create opportunities for pro-active sales & marketing collaboration projects
Work on relationships and shared rewards/risks to establish trust and dependency between groups
Identify need and resources available to create marketing automation. Research best practices.
Identify need and resources available to create sales automation. Research vendors & best practices.
Find ways to open systems and create a unified view of customer data. Data warehouses can be powerful here.
Research technology solutions, best practices, and critical metrics for sharing data across functions and maintaining data integrity.
Involve sales early in the collateral development process. Sample "home grown" sales collateral to understand what is actually being used in the field, and why. Ride along with sales on sales calls to get a sense of how collateral is being used.
Communicate brand messaging, rationale, and related research to sales regularly and consistently.