RevOps Docs for Startups
  • Welcome
  • Getting Started
    • Quickstart
    • About LeanScale
  • Growth Modeling
    • Building a Growth Model
      • Growth Model Assumptions
      • Growth Model Approaches
      • Growth Model Segmentations
    • Sales Capacity Plan
    • Marketing Plan
    • Customer Success Plan
  • Go-to-market Lifecycle
    • Go-to-Market Lifecycle
    • Lead Lifecycle
    • Sales Lifecycle
    • Customer Lifecycle
    • Proof of Concept Lifecycle
    • Lifecycle Measurement
  • Lead Attribution
    • Attribution Overview
    • Lead Source Taxonomy
  • Measuring Metrics
    • Reporting and Data Analytics
    • Sales Metrics
      • Created Pipeline
      • Weighted Pipeline
    • Marketing Metrics
      • Lead Impact Matrix
      • CAC to LTV
    • Customer Success Metrics
      • Net Retention
    • Partnership Metrics
    • Presenting Metrics
  • GTM Tech Stack
    • GTM Tech Stack Overview
    • When To Buy New Systems
    • Driving System Adoption
    • CRM Considerations
      • User-Oriented CRM
      • Data & Reporting CRM
      • Security-Focused CRM
  • Aligning Sales/Marketing
    • Alignment Overview
    • How to Align?
    • What is an SQL?
    • Building Marketing Operations
    • Defining GTM Process
    • Interviewing GTM Leaders
    • Finding The Right Talent
  • System Demos
    • Data Enrichment
      • Clay
      • Traction Complete
    • Conversational Intelligence
      • Gong
      • Unthread
    • CPQ
      • Dealhub
      • Salesbricks
    • Data Analytics
      • RevVue
      • QFlow
  • CRM Tips
    • Salesforce
      • Create Opp from Contact
      • Validation Rules in Flow
      • Roll Up Summary Field
      • Close Date Change Counter
      • Lead Stages
      • Sales Stages
      • Customer Stages
      • Next Step Fields
      • Lead Source Taxonomy
      • Proof of Concept Stages
      • Displaying Record Information
      • Display Dynamic Lists
      • Messages to End Users
      • Create Custom Buttons
      • Tips for Data Loader
      • Salesforce Inspector Reloaded
      • SFDC Navigator for Lightning
      • Bypass Validation Rules
      • Sales Manager Notes Field
      • Renaming Fields and Objects
      • Getting Faster to Record ID
    • Hubspot
      • Disable Picklist Options
      • Create Yesterday's Date
      • Create Today's Date
  • Strategic Walkthroughs
    • Revenue Operations Flywheel
    • Post-Fundraise Playbook
    • Building Board Decks
    • Building Dashboards
      • CEO Dashboards
      • Executive Dashboards
      • Marketing Dashboards
      • Sales Dashboards
      • CS Dashboards
      • Funnel Analytics
    • ChatGPT as a Salesforce Admin
    • Sales Commission Plans
    • Building Sales Territories
Powered by GitBook
On this page
  • Step 1: Structure
  • Step 2: The Right People
  • Step 3: Clearly Defined Go-To-Market Processes
  • Step 4: Incentive Structure
  • Step 5: Tools and Technology

Was this helpful?

  1. Aligning Sales/Marketing

How to Align?

PreviousAlignment OverviewNextWhat is an SQL?

Last updated 8 months ago

Was this helpful?

Step 1: Structure

1. Reporting Structure

  • Ensure both sales and marketing leaders report to the same individual (not the CEO) such as a Chief Revenue Officer (CRO) or Chief Operating Officer (COO) responsible for all revenue.

  • This unifies decision-making and avoids feuds between department leaders seeking CEO approval.

2. Decision-Making Authority

  • Determine who drives decision-making based on your business model:

  • Sales-led growth motion: Sales team leads decision-making, especially regarding go-to-market or revenue strategy.

  • Product-led or high-velocity sales environment: Marketing team may have more influence due to revenue driven by marketing efforts.

3. Operations Team Reporting

  • Avoid misalignment by ensuring sales and marketing operations teams report to the same individual (CRO or CMO) to prevent conflicting systems and data reporting.

Step 2: The Right People

1. Interviewing Sales/Marketing Leaders

  • Gauge if candidates see themselves as part of a cohesive team by asking about the performance of the opposite department at their previous companies.

  • Look for a tone of respect and shared responsibility, rather than blame-shifting.

Step 3: Clearly Defined Go-To-Market Processes

1. Data Definitions and Processes

  • Misalignment often arises from differing data definitions and handoff processes.

  • Ensure both teams have a clear understanding of key terms like "sales qualified lead."

  • Define routing and handoff procedures for various lead sources.

Step 4: Incentive Structure

1. Goal Alignment

  • Incentives drive behavior, so align incentives with desired outcomes.

  • Common misalignment occurs when marketing's lead generation goal differs from sales' ideal customer profile.

  • Consider tying marketing compensation to closed deals or making pipeline generation part of sales goals.

  • Offer bonuses for driving testimonials or case studies valuable to marketing.

Step 5: Tools and Technology

1. Transparent Goal Tracking

  • Implement visible and transparent goal tracking, preferably within your CRM (e.g., Salesforce, HubSpot).

  • Consider more sophisticated BI or pipeline sales management solutions like Looker, Heap, or Funnel Source for complex needs.

  • A shared, accurate view of progress fosters collaboration and alignment.

2. Routing and Handoff Optimization

  • Use tools like LeanData or Chili Piper to optimize routing and handoffs between sales and marketing, ensuring efficient processes.