Know-How Exchange : Other

In my experience the problem usually lies with the VP-Sales and the VP-Marketing. They set the tone for their respective departments, and if there is friction between the departments it usually traces to those two individuals.

If they are faced with dire consequences if they can't treat each other with respect, there's a chance they'll be able to figure it out -- especially if they are supported by an outside consultant/expert. In extreme cases they will both need to be replaced.

The problem, of course, is that the corporate culture has infected everyone, and it's hard to change. You can start by tying compensation/bonuses (on an MBO system) to the ability to make the necessary changes. Sometime that does the trick. Other times it takes replacing those VPs -- both of them -- to begin to effect the change. Of course the CEO has to want the change to happen.

Tell both teams to pull together or start looking for other employment. OR, tell each team that THEIR future in terms of review and bonus structure depends on the productivity of the OTHER team. Few things motive people to get their asses in gear more than potential loss.

I have worked on projects related to this topic with over 100 small companies. Unfortunately, I've been on disability for several years, and so I can't do any paid work.

We need lots more information before we can make any concrete suggestions. For example, how much authority do you have? Do you own the company? Are you an intern in the marketing department? Do you have a staff and budget? Are you selling business to business, business to consumer, or business to government? How long is your sales cycle? Are you selling relatively unique technical products or standard commodity type products? Is your sales force on commission, on salary, or combination? Are you selling direct or through representatives or resellers? Are the people making sales employees or independent contractors? Do you currently have an enterprisewide CRM system? If you add the ability to hire and fire staff, who and what and why is the driving force behind this initiative? Are you making a smaller number of higher-margin sales, or a larger number of lower margin sales? Are you located in one office, or focused on one region, or focused on one country, or selling worldwide?

As a general comment, sales will complain that leads are not qualified, and marketing will complain that sales does not follow up leads. The situation is made more difficult because any attempt to measure the process (e.g. reporting of lead source by sales) will incentivize changes in behavior.

Almost every salesperson knows the Pareto principle: 80% of sales come from 20% of leads.The best sales reps increase their income by knowing where to put their effort and which leads to avoid. Changing their behavior will most likely require a change in your compensation structure: be careful what your compensation program incentivizes, you just might get it.

My personal approach is to look at the situation not from the point of view of sales, and not from the point of view of marketing, and not from the point of view of your company, but from the point of view of prospects. I use an agricultural analogy, comparing the sales process to plowing, planting, cultivating, inspecting and qualifying, reaping, storing the fruit, and distributing the fruit. In my experience, the missing piece of the puzzle is very often related to plowing (preparing your prospects to receive your message) and cultivating (nurturing unqualified prospects over time in the hopes they will become qualified prospects.)

I'd be happy to chat with you by phone, no charge. You can find my email address on my profile page.