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Sales Marketing Alignment Tool

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Sales Marketing Alignment Tool

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  1. Sales Marketing Alignment Tool Marketing AssessmentOrganizational RelationshipsDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing management lacks understanding of sales function, process, and skills 2 Limited understanding of sales function by Marketing managementUnderstanding of Sales by Marketing 3 Good understanding of Sales by Marketing management, but less among staff 1 4 Understanding of Sales function encouraged among all Marketing staff 5 Understanding of Sales function/process required by all Marketing staff 1 Sales Management lack understanding of Marketing best practices 2 Limited understanding of Marketing function & role by Sales ManagementUnderstanding of Marketing by Sales 3 Good understanding of Marketing function & role by Sales Management 3 4 Understanding of Marketing function & role encouraged among all Sales staff 5 Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managersOrganizational Development, Training,& Learning 3 Newsletters, reports, emails are sent out, some formal meetings between groups 4 4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & MT 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedbackCommunications Style and Ease ofAccess 3 Consistent two-way, formal communications around specific activities & programs 3 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 expectationsRelationship Definitions 3 Defined. Common language, few disputes, regular meetings to clarify mutual expectations 4 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 silosCollaboration, Trust & Credibility 3 Relationships improving, but open sharing and collaboration is sporadic 3 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.Metrics & Value-MeasurementDescription of Best Practices Level of Compliance Score Notes/Comments 1 Operational Marketing metrics only (email click thru rates etc.)Campaign ROI Maturity 5

  2. 2 Marketing metrics and some cost metrics; metrics rarely reviewedCampaign ROI Maturity 3 Review and act on marketing, cost, and campaign ROI metrics 5 4 Metrics for each process/campaign are defined and measured 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewedMarketing Metrics Maturity 3 Review and act on ROI and cost metrics for all marketing efforts 2 4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationshipsLink between Marketing and SalesMetrics 3 Metrics becoming linked and understood by Marketing & Sales 1 4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignmentAlignment 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 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecastFinancial Performance 3 Sales forecasting is improving and variances are getting smaller 1 4 Sales figures are often close to the forecast, but not always 5 Sales figures are usually close to the forecastLead Generation & Pipeline ManagementDescription of Best Practices Level of Compliance Score Notes/Comments 1 No demand generation campaigns, Sales develops their own leads 2 Marketing demand generation and sales demand generation happen separatelyDemand Generation 3 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on 2 4 Marketing executes demand generation, qualified leads are passed on and sales follows up 5 Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work themLead Scoring & Management 3 Improving lead qualification and pass-along process, but leads are not always worked 1 4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Sales informally reports pipeline information, but Marketing is not involvedPipeline Reporting & Visibility 3 Sales management shares formal pipeline reports with marketing management 2 4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process 2 Marketing metrics and some cost metrics; metrics rarely reviewedCampaign ROI Maturity 3 Review and act on marketing, cost, and campaign ROI metrics 5 4 Metrics for each process/campaign are defined and measured 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewedMarketing Metrics Maturity 3 Review and act on ROI and cost metrics for all marketing efforts 2 4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationshipsLink between Marketing and SalesMetrics 3 Metrics becoming linked and understood by Marketing & Sales 1 4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignmentAlignment 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 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecastFinancial Performance 3 Sales forecasting is improving and variances are getting smaller 1 4 Sales figures are often close to the forecast, but not always 5 Sales figures are usually close to the forecastLead Generation & Pipeline ManagementDescription of Best Practices Level of Compliance Score Notes/Comments 1 No demand generation campaigns, Sales develops their own leads 2 Marketing demand generation and sales demand generation happen separatelyDemand Generation 3 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on 2 4 Marketing executes demand generation, qualified leads are passed on and sales follows up 5 Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work themLead Scoring & Management 3 Improving lead qualification and pass-along process, but leads are not always worked 1 4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Sales informally reports pipeline information, but Marketing is not involvedPipeline Reporting & Visibility 3 Sales management shares formal pipeline reports with marketing management 2 4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales process

  3. CultureDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing & Sales report up through siloed executives 2 Marketing & Sales executives report to the same senior leader, but do not collaborateExecutive Alignment 3 Marketing & Sales executives are starting to work more collaboratively 1 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 sharedShared 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 isnt managed or is non-existentMarketing-Sales Relationship 3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution 2 4 Mostly collaborative and cooperative relationship, proactively working together 5 Sales and Marketing share a strong "We rise or fall together culture" 1 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflictRelationship/Trust Style 3 Marketing becoming a valued service provider and relationships are strengthening 1 4 Long-term partnership is emerging as credibility is increased on both sides 5 Marketing and Sales are trusted partners and collaborate closely on all frontsSystems & TechnologyDescription of Best Practices Level of Compliance Score Notes/Comments 1 No marketing automation, campaigns are ad hoc, project driven, or by request 2 Processes are becoming defined, technology is used sporadicallyMarketing Automation 3 Technology is implemented to automate key marketing processes 2 4 Process metrics exist and are benchmarked and reviewed often 5 Real-time messaging, lead scoring & nurturing, closed loop systems 1 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by salesSales Automation 3 Sales automation system in place, use required - some data is inconsistent, missing, outdated 1 4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely usedSystem Integration 3 Beginning to link systems to provide a shared view of customer & sales data 2 4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean CultureDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing & Sales report up through siloed executives 2 Marketing & Sales executives report to the same senior leader, but do not collaborateExecutive Alignment 3 Marketing & Sales executives are starting to work more collaboratively 1 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 sharedShared 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 isnt managed or is non-existentMarketing-Sales Relationship 3 Marketing-Sales relationship managed on ad hoc basis, mostly conflict resolution 2 4 Mostly collaborative and cooperative relationship, proactively working together 5 Sales and Marketing share a strong "We rise or fall together culture" 1 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflictRelationship/Trust Style 3 Marketing becoming a valued service provider and relationships are strengthening 1 4 Long-term partnership is emerging as credibility is increased on both sides 5 Marketing and Sales are trusted partners and collaborate closely on all frontsSystems & TechnologyDescription of Best Practices Level of Compliance Score Notes/Comments 1 No marketing automation, campaigns are ad hoc, project driven, or by request 2 Processes are becoming defined, technology is used sporadicallyMarketing Automation 3 Technology is implemented to automate key marketing processes 2 4 Process metrics exist and are benchmarked and reviewed often 5 Real-time messaging, lead scoring & nurturing, closed loop systems 1 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by salesSales Automation 3 Sales automation system in place, use required - some data is inconsistent, missing, outdated 1 4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely usedSystem Integration 3 Beginning to link systems to provide a shared view of customer & sales data 2 4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean

  4. 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadicallyAccess to Data & Data Management 3 Technology is implemented to automate key marketing processes 1 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 processesMessaging & MaterialsDescription of Best Practices Level of Compliance Score Notes/Comments 1 Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 Marketing collateral is distributed by marketing, sometimes usedMarketing Materials & Collateral 3 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing 2 4 Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 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 processMessaging & 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 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadicallyAccess to Data & Data Management 3 Technology is implemented to automate key marketing processes 1 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 processesMessaging & MaterialsDescription of Best Practices Level of Compliance Score Notes/Comments 1 Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 Marketing collateral is distributed by marketing, sometimes usedMarketing Materials & Collateral 3 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing 2 4 Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 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 processMessaging & 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

  5. Sales AssessmentOrganizational RelationshipsDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing management lacks understanding of sales function, process, and skills 2 Limited understanding of sales function by Marketing managementUnderstanding 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 Sales Management lack understanding of Marketing best practices 2 Limited understanding of Marketing function & role by Sales ManagementUnderstanding of Marketing by Sales 3 Good understanding of Marketing function & role by Sales Management 5 4 Understanding of Marketing function & role encouraged among all Sales staff 5 Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managersOrganizational Development, Training,& Learning 3 Newsletters, reports, emails are sent out, some formal meetings between groups 4 4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & Mktg 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedbackCommunications Style and Ease ofAccess 3 Consistent two-way, formal communications around specific activities & programs 5 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 expectationsRelationship 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 silosCollaboration, 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.Metrics & Value-MeasurementDescription of Best Practices Level of Compliance Score Notes/Comments 1 Operational Marketing metrics only (email click thru rates etc.) 2 Marketing metrics and some cost metrics; metrics rarely reviewedCampaign ROI Maturity 3 Review and act on marketing, cost, and campaign ROI metrics 2 4 Metrics for each process/campaign are defined and measured Sales AssessmentOrganizational RelationshipsDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing management lacks understanding of sales function, process, and skills 2 Limited understanding of sales function by Marketing managementUnderstanding 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 Sales Management lack understanding of Marketing best practices 2 Limited understanding of Marketing function & role by Sales ManagementUnderstanding of Marketing by Sales 3 Good understanding of Marketing function & role by Sales Management 5 4 Understanding of Marketing function & role encouraged among all Sales staff 5 Understanding of Marketing function & role required for all Sales staff 1 Casual conversations and meetings on ad hoc basis 2 Casual conversations and ad hoc meetings among select staff and managersOrganizational Development, Training,& Learning 3 Newsletters, reports, emails are sent out, some formal meetings between groups 4 4 Formal alignment program sponsored by Senior Management 5 Formal alignment program required - widespread participation across Sales & Mktg 1 Marketing to Sales only, generally only when new materials/programs roll out 2 Marketing to Sales only, somewhat informal, occasionally asking for feedbackCommunications Style and Ease ofAccess 3 Consistent two-way, formal communications around specific activities & programs 5 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 expectationsRelationship 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 silosCollaboration, 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.Metrics & Value-MeasurementDescription of Best Practices Level of Compliance Score Notes/Comments 1 Operational Marketing metrics only (email click thru rates etc.) 2 Marketing metrics and some cost metrics; metrics rarely reviewedCampaign ROI Maturity 3 Review and act on marketing, cost, and campaign ROI metrics 2 4 Metrics for each process/campaign are defined and measured

  6. Campaign ROI Maturity 2 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewedMarketing Metrics Maturity 3 Review and act on ROI and cost metrics for all marketing efforts 5 4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationshipsLink between Marketing and SalesMetrics 3 Metrics becoming linked and understood by Marketing & Sales 2 4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignmentAlignment 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 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecastFinancial Performance 3 Sales forecasting is improving and variances are getting smaller 2 4 Sales figures are often close to the forecast, but not always 5 Sales figures are usually close to the forecastLead Generation & Pipeline ManagementDescription of Best Practices Level of Compliance Score Notes/Comments 1 No demand generation campaigns, Sales develops their own leads 2 Marketing demand generation and sales demand generation happen separatelyDemand Generation 3 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on 2 4 Marketing executes demand generation, qualified leads are passed on and sales follows up 5 Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work themLead Scoring & Management 3 Improving lead qualification and pass-along process, but leads are not always worked 5 4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Sales informally reports pipeline information, but Marketing is not involvedPipeline Reporting & Visibility 3 Sales management shares formal pipeline reports with marketing management 5 4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales processCultureDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing & Sales report up through siloed executives 2 Marketing & Sales executives report to the same senior leader, but do not collaborateExecutive Alignment 2 Campaign ROI Maturity 2 5 Marketing metrics analyzed to inform resource allocation decisions 1 Marketing campaigns & investments measured rarely, if ever 2 Cost/Lead, Cost/Sale measured, but rarely reviewedMarketing Metrics Maturity 3 Review and act on ROI and cost metrics for all marketing efforts 5 4 Measure Return on Customer (net present value of customer base) 5 Balanced Scorecard to set objectives, measures, targets, initiatives 1 Value of Marketing investments rarely measured by Sales 2 Sales/Marketing metrics not linked, no cause-effect relationshipsLink between Marketing and SalesMetrics 3 Metrics becoming linked and understood by Marketing & Sales 2 4 Metrics formally linked, reviewed, major issues acted upon 5 Marketing/Sales metrics are used together to provide predictive insight 1 None 2 Sporadic projects/events in place to improve sales & marketing alignmentAlignment 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 1 Very little/no forecasting 2 Sales figures are dramatically higher or lower than forecastFinancial Performance 3 Sales forecasting is improving and variances are getting smaller 2 4 Sales figures are often close to the forecast, but not always 5 Sales figures are usually close to the forecastLead Generation & Pipeline ManagementDescription of Best Practices Level of Compliance Score Notes/Comments 1 No demand generation campaigns, Sales develops their own leads 2 Marketing demand generation and sales demand generation happen separatelyDemand Generation 3 Marketing executes demand generation campaigns. Leads passed to sales & may/may not be followed up on 2 4 Marketing executes demand generation, qualified leads are passed on and sales follows up 5 Synchronized demand generation program managed dually by sales & marketing 1 No lead scoring or qualification - all leads get passed to sales 2 Leads are qualified by Marketing, but sales does not systematically work themLead Scoring & Management 3 Improving lead qualification and pass-along process, but leads are not always worked 5 4 Formal shared lead definitions and processes for passing leads to sales 5 Optimized lead scoring & management process with formal processes in place 1 We have no formal pipeline reporting 2 Sales informally reports pipeline information, but Marketing is not involvedPipeline Reporting & Visibility 3 Sales management shares formal pipeline reports with marketing management 5 4 Sales & marketing staff have access to the same pipeline & use it sporadically to check lead gen. effectiveness 5 Marketing & Sales openly share pipeline and work together to improve the flow of leads in the sales processCultureDescription of Best Practices Level of Compliance Score Notes/Comments 1 Marketing & Sales report up through siloed executives 2 Marketing & Sales executives report to the same senior leader, but do not collaborateExecutive Alignment 2

  7. Executive Alignment 3 Marketing & Sales executives are starting to work more collaboratively 2 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 sharedShared Risks and Rewards 3 Marketing and Sales start sharing risks and rewards 5 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 isnt managed or is non-existentMarketing-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 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflictRelationship/Trust Style 3 Marketing becoming a valued service provider and relationships are strengthening 4 4 Long-term partnership is emerging as credibility is increased on both sides 5 Marketing and Sales are trusted partners and collaborate closely on all frontsSystems & TechnologyDescription of Best Practices Level of Compliance Score Notes/Comments 1 No marketing automation, campaigns are ad hoc, project driven, or by request 2 Processes are becoming defined, technology is used sporadicallyMarketing Automation 3 Technology is implemented to automate key marketing processes 5 4 Process metrics exist and are benchmarked and reviewed often 5 Real-time messaging, lead scoring & nurturing, closed loop systems 1 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by salesSales Automation 3 Sales automation system in place, use required - some data is inconsistent, missing, outdated 5 4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely usedSystem Integration 3 Beginning to link systems to provide a shared view of customer & sales data 4 4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadicallyAccess 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 processesMessaging & MaterialsDescription of Best Practices Level of Compliance Score Notes/Comments Executive Alignment 3 Marketing & Sales executives are starting to work more collaboratively 2 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 sharedShared Risks and Rewards 3 Marketing and Sales start sharing risks and rewards 5 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 isnt managed or is non-existentMarketing-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 Consistent conflict and mistrust between Marketing & business 2 Transactional relationship between Marketing & Sales, occasional conflictRelationship/Trust Style 3 Marketing becoming a valued service provider and relationships are strengthening 4 4 Long-term partnership is emerging as credibility is increased on both sides 5 Marketing and Sales are trusted partners and collaborate closely on all frontsSystems & TechnologyDescription of Best Practices Level of Compliance Score Notes/Comments 1 No marketing automation, campaigns are ad hoc, project driven, or by request 2 Processes are becoming defined, technology is used sporadicallyMarketing Automation 3 Technology is implemented to automate key marketing processes 5 4 Process metrics exist and are benchmarked and reviewed often 5 Real-time messaging, lead scoring & nurturing, closed loop systems 1 No Sales Automation system in place 2 Sales automation system in place (Salesforce.com, Right Now, etc.) but not widely/consistently used by salesSales Automation 3 Sales automation system in place, use required - some data is inconsistent, missing, outdated 5 4 System in place, widely used by sales, data is reliable and current 5 Sales automation system is required by sales mgmt., drives pipeline reports and revenue projection 1 Systems are disparate and siloed. Access is ad hoc and manual 2 Systems are siloed. Standard reports are automated, but rarely usedSystem Integration 3 Beginning to link systems to provide a shared view of customer & sales data 4 4 Major systems are integrated and key reports are automated & widely used for decision-making & forecasting 5 Shared view of customer for sales & marketing. Data is complete, current, and clean 1 Customer and prospect data resides in multiple places, difficult to access, ad hoc data pulling 2 Processes are becoming defined, technology is used sporadicallyAccess 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 processesMessaging & MaterialsDescription of Best Practices Level of Compliance Score Notes/Comments

  8. 1 Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 Marketing collateral is distributed by marketing, sometimes usedMarketing Materials & Collateral 3 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing 5 4 Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 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 processMessaging & Brand 3 Sales is beginning to integrate marketing and brand messages into their sales discussions 4 4 Sales often echoes marketing messages, but not always 5 Sales and marketing messages are completely in sync 1 Collateral from marketing is often thrown away by sales. Lots of home-grown rogue materials in the field 2 Marketing collateral is distributed by marketing, sometimes usedMarketing Materials & Collateral 3 Marketing is beginning to seek sales input on marketing collateral, and rogue materials are diminishing 5 4 Sales has input on collateral, mostly satisfied -- collateral is consistently used 5 Sales and marketing collaborate on marketing materials. Collateral is highly valued and consistently used 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 processMessaging & Brand 3 Sales is beginning to integrate marketing and brand messages into their sales discussions 4 4 Sales often echoes marketing messages, but not always 5 Sales and marketing messages are completely in sync

  9. Sales & Marketing Alignment ToolSales & Marketing Alignment Criteria Marketing Sales Sales & Marketing Alignment IndexOrganizational Relationships 3.0 3.8 Organizational Relationships 5.0Metrics & Value-Measurement 2.2 3.2 4.0 3.0Lead Generation & Pipeline Management 1.7 4.0 Messaging & Materials 2.0 Metrics & Value-Measurement 1.0Culture 1.5 3.8 0.0Systems & Technology 1.5 4.0Messaging & Materials 1.5 4.5 Systems & Technology Lead Generation & Pipeline ManagementWeighted Sales & Marketing Alignment Score (out of 100) 40.5 75.9 Culture 5 19.75 19.75 Sales & Marketing Alignment ToolSales & Marketing Alignment Criteria Marketing Sales Sales & Marketing Alignment IndexOrganizational Relationships 3.0 3.8 Organizational Relationships 5.0Metrics & Value-Measurement 2.2 3.2 4.0 3.0Lead Generation & Pipeline Management 1.7 4.0 Messaging & Materials 2.0 Metrics & Value-Measurement 1.0Culture 1.5 3.8 0.0Systems & Technology 1.5 4.0Messaging & Materials 1.5 4.5 Systems & Technology Lead Generation & Pipeline ManagementWeighted Sales & Marketing Alignment Score (out of 100) 40.5 75.9 Culture 5 19.75 19.75

  10. . Sales & Marketing Alignment ToolMarketing Results Scores RecommendationsOrganizational Relationships Increase marketing exposure to sales process through sales ride-along, collaboration onUnderstanding of Sales by Marketing 1 presentations, continued dialogue Increase dialogue btw. Sales and marketing regarding the marketing process, include sales inUnderstanding of Marketing by Sales 3 dialogue earlier in the marketing cycleOrganizational Development, Training, & Learning 4 0 Increase formal sales communication to marketing. Weekly debriefing calls, shared access toCommunications Style and Ease of Access 3 reportsRelationship Definitions 4 0 Increase dialogue btw. Sales and marketing regarding the marketing process, include sales inCollaboration, Trust & Credibility 3 dialogue earlier in the marketing cycleOrganizational Relationships Maturity Average 3Metrics & Value-MeasurementCampaign ROI Maturity 5 0Marketing Metrics Maturity 2 Review ROI metrics regularly and adjust resource allocation accordinglyLink between Marketing and Sales Metrics 1 Create 2-3 shared metrics, targets and tie targets to shared rewards Identify alignment measurements and benchmarks. Regularly assess alignment and create sharedAlignment Improvement Practices 2 action plans for improvement Develop a process to forecast responses/sales from key marketing programs. Identify and improveFinancial Performance 1 gaps between actual and forecastMetrics & Value-Measurement Maturity Average 2Lead Generation & Pipeline Management

  11. . Involve sales early, and develop a demand generation campaign calendar. Seek sales involvementDemand Generation 2 in lead follow-up during campaign periods Sales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, andLead Scoring & Management 1 workflow Allow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns &Pipeline Reporting & Visibility 2 leadsLead Generation & Pipeline Management MaturityAverage 2CultureExecutive Alignment 1 Engage senior management in directing collaborative work sessions, projects, and expectationsShared Risks and Rewards 2 Establish shared reward system, and work to collaborate and share riskMarketing-Sales Relationship 2 Create opportunities for pro-active sales & marketing collaboration projectsRelationship/Trust Style 1Culture Maturity Average 2Systems & TechnologyMarketing Automation 2 Identify need and resources available to create marketing automation. Research best practices. Identify need and resources available to create sales automation. Research vendors & bestSales Automation 1 practices. Find ways to open systems and create a unified view of customer data. Data warehouses can beSystem Integration 2 powerful here. Research technology solutions, best practices, and critical metrics for sharing data across functionsAccess to Data & Data Management 1 and maintaining data integrity.System & Technology Maturity Average 2Messaging & Materials Involve sales early in the collateral development process. Sample "home grown" sales collateral toMarketing Materials & Collateral 2 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.Messaging & Brand 1 Communicate brand messaging, rationale, and related research to sales regularly and consistently.

  12. . Messaging & Materials Maturity Average 2Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogueIncrease dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycleEstablish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewardsIncrease formal sales communication to marketing. Weekly debriefing calls, shared access to reportsIntroduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffsIncrease dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycleDefine processes and key metrics for each campaign type, track all campaign costs and create ROI targetsReview ROI metrics regularly and adjust resource allocation accordinglyCreate 2-3 shared metrics, targets and tie targets to shared rewardsIdentify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvementDevelop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecastInvolve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periodsSales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflowAllow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leadsEngage senior management in directing collaborative work sessions, projects, and expectationsEstablish shared reward system, and work to collaborate and share riskCreate opportunities for pro-active sales & marketing collaboration projectsWork on relationships and shared rewards/risks to establish trust and dependency between groupsIdentify 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.

  13. . Sales & Marketing Alignment ToolSales Results Scores RecommendationsOrganizational RelationshipsUnderstanding of Sales by Marketing 5 0Understanding of Marketing by Sales 5 0Organizational Development, Training, & Learning 4 0Communications Style and Ease of Access 5 0 Introduce regular meetings btw. Sales & mktg. , collaborate to establish common language andRelationship Definitions 2 define roles & handoffs Increase dialogue btw. Sales and marketing regarding the marketing process, include sales inCollaboration, Trust & Credibility 2 dialogue earlier in the marketing cycleOrganizational Relationships Maturity Average 4Metrics & Value-Measurement Define processes and key metrics for each campaign type, track all campaign costs and create ROICampaign ROI Maturity 2 targetsMarketing Metrics Maturity 5 0Link between Marketing and Sales Metrics 2 Create 2-3 shared metrics, targets and tie targets to shared rewardsAlignment Improvement Practices 5 0 Develop a process to forecast responses/sales from key marketing programs. Identify and improveFinancial Performance 2 gaps between actual and forecastMetrics & Value-Measurement Maturity Average 3Lead Generation & Pipeline Management

  14. . Involve sales early, and develop a demand generation campaign calendar. Seek sales involvementDemand Generation 2 in lead follow-up during campaign periodsLead Scoring & Management 5 0Pipeline Reporting & Visibility 5 0Lead Generation & Pipeline Management MaturityAverage 4CultureExecutive Alignment 2 Engage senior management in directing collaborative work sessions, projects, and expectationsShared Risks and Rewards 5 0Marketing-Sales Relationship 4 0Relationship/Trust Style 4 0Culture Maturity Average 4Systems & TechnologyMarketing Automation 5 0Sales Automation 5 0System Integration 4 0 Research technology solutions, best practices, and critical metrics for sharing data across functionsAccess to Data & Data Management 2 and maintaining data integrity.System & Technology Maturity Average 4Messaging & MaterialsMarketing Materials & Collateral 5 0Messaging & Brand 4 0

  15. . Messaging & Materials Maturity Average 5Increase marketing exposure to sales process through sales ride-along, collaboration on presentations, continued dialogueIncrease dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycleEstablish a structured alignment plan. Use best practices to align goals, measurements, metrics and rewardsIncrease formal sales communication to marketing. Weekly debriefing calls, shared access to reportsIntroduce regular meetings btw. Sales & mktg. , collaborate to establish common language and define roles & handoffsIncrease dialogue btw. Sales and marketing regarding the marketing process, include sales in dialogue earlier in the marketing cycleDefine processes and key metrics for each campaign type, track all campaign costs and create ROI targetsReview ROI metrics regularly and adjust resource allocation accordinglyCreate 2-3 shared metrics, targets and tie targets to shared rewardsIdentify alignment measurements and benchmarks. Regularly assess alignment and create shared action plans for improvementDevelop a process to forecast responses/sales from key marketing programs. Identify and improve gaps between actual and forecastInvolve sales early, and develop a demand generation campaign calendar. Seek sales involvement in lead follow-up during campaign periodsSales & Marketing collaborate on common lead definitions, scoring thresholds for passing leads, and workflowAllow pipeline report access by both sales & marketing. Tie pipeline activity back to campaigns & leadsEngage senior management in directing collaborative work sessions, projects, and expectationsEstablish shared reward system, and work to collaborate and share riskCreate opportunities for pro-active sales & marketing collaboration projectsWork on relationships and shared rewards/risks to establish trust and dependency between groupsIdentify 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.

  16. . Sales & Marketing Alignment ToolWeighting Scale Organizational Metrics and Value- Lead Generation & Systems & Messaging & Relationships Measurement Pipeline Management Culture Technology Materials Total 15% 15% 40% 10% 15% 5% 100%

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