The process of aligning sales and marketing is more than a tactical alignment of two departments; it represents an organisational shift towards a revenue-focused perspective. This perspective, known as Revenue Operations (RevOps), offers a holistic approach, which brings together functions typically working in silos to collectively drive revenue growth. Helen Trim, Senior Vice President of Marketing at Coupa Software, has extensively discussed the concept on our latest Linkedin Live (watch it back here), setting the tone for a broader discussion on how organisations can achieve this alignment.
Sales and marketing alignment is crucial for business success, and RevOps provides a framework for achieving this. Helen Trim emphasises the importance of a single source of truth and the establishment of targets that hold every team accountable. A successful RevOps strategy demands transparency and trust in data, which steers meetings towards action plans and improvements, rather than disputes over data credibility.
Yet the alignment extends beyond these weekly meetings. The overarching aim should be to ensure that marketing exists to set sales up to win. The two functions should be intrinsically linked, each playing their role in nurturing leads through the sales funnel and contributing to revenue generation.
Creating this synergy requires organisations to structure their teams around three core areas – awareness, acquisition, and advocacy. Building brand awareness through thought leadership and social media efforts, acquiring customers through targeted marketing strategies, and nurturing customer advocacy can fuel a virtuous cycle that feeds into the brand’s growth.
When it comes to the practical application of these strategies, it’s essential to keep the focus on testing and adjusting tactics. As Mike Volpe, CEO of Lola.com and former CMO of HubSpot, asserts, “You need to be constantly innovating and experimenting, running A/B tests and not getting complacent.”
Meanwhile, industry thought leaders like Shari Johnston, founder of the Women in Revenue initiative, emphasise the importance of adopting a customer-centric mindset. Advocacy isn’t just about promoting your brand; it’s about creating genuine customer value and letting satisfied customers do the talking for you.
However, achieving harmony between these three areas can be challenging, primarily due to the need for well-defined go-to-market strategies and focus. In response to this challenge, organisations can adopt the approach that Ann Lewnes, CMO at Adobe, often highlights: segmenting audiences and personalising marketing efforts to create more targeted campaigns.
Undeniably, executive buy-in is pivotal in successfully implementing this alignment. When presenting a strategy to executives or finance teams, using their language to explain your decisions is crucial. Rather than delving deep into marketing attribution models, connect your strategy to business metrics that matter to them. Moreover, leveraging data and insights can play a critical role in communicating your strategy effectively.
As the journey towards revenue operations progresses, the measurement of pipeline creation and progression becomes increasingly important. Especially for smaller businesses, establishing a clear picture of the sales pipeline and ensuring it aligns with sales targets should be a priority. Advanced marketing attribution models can come later. The main goal should be to ensure a healthy pipeline that leads to steady revenue growth.
Adopting a RevOps approach signifies a shift from conventional, departmental thinking to a more unified, organisation-wide strategy. However, as Helen Trim and other industry leaders illustrate, this transition can drive substantial improvements in sales and marketing alignment and revenue generation. As businesses continue to navigate an increasingly complex and competitive landscape, such strategies may prove vital in fostering sustainable growth.