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Three Questions.
Scott Hornstein, Hornstein Associates.
Thursday, 17th January 2008
 
The true and productive integration of Sales and Marketing remains beyond the grasp of many corporations. 

Recently we asked Scott Hornstein, international consultant, author and speaker, three questions regarding how to solve this riddle.

What can marketing execs do to better understand and support the sales effort?

That marketing and sales exist in separate silos and spend a good deal of time with slings and arrows is the stuff of legend. 

One of the major disconnects is the notion of "leads".  Marketing generates a lead and throws it over the wall.  Sales, if they pay attention, pronounces the lead a student, a competitor or a cadaver. 

One of the root causes here is the definition of a lead. 

Everyone gets a vote on what information constitutes a lead, but really, the only vote that counts comes from sales.  Let sales drive this definition.  Let marketing live by it.

What can sales execs do to sensitize marketing and get better results?

Sales may cringe at this, but I'd suggest getting the marketing pukes out of the office – take them on a day of sales calls.

Encourage marketing to talk to the customers and ask them about the programs and collateral.  Let them find out first hand the definition of value.

The field is where the rubber hits the road, vs. where the rubber hits the sky.

What can corporations do to bridge the abyss between marketing and sales?

Let's face it, lasting change does not happen from the bottom up.  It only happens from the top down.

Meaningful change must be anchored in measurement and reward.  The relationship is fractured because, to my examples above, one department is measured and rewarded by production of leads, the other by unit sales. 

Everyone has to be measured by leads, conversion and revenue.  If you don't have skin in the game, there isn't a compelling reason to play.

Scott Hornstein is the Chief Marketing Officer at Wired Assets Data Corporation. scott@wiredassets.com.

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