An outstanding article by Propelling Brands’ Adam Needles discussed the fact that according to SirusDecisions, less than 10 percent of B2B businesses have successfully redefined the necessary role of high-impact lead generation and lead nurturing that will be required in 2010 and beyond.
I don’t want to steal his thunder, so go read the article, but the major point is that over the past 10 years, the roles of sales, marketing, lead generation, and lead nurturing have consistently become more holistic.
Sales managers are recognizing that they HAVE to have usable, critical intelligence data about how marketing is getting them their leads—and vice-versa, marketing managers are realizing that their efforts have to line up from Day 1 with what sales is trying to accomplish.
Every marketing and sales touch point is becoming increasingly attached and interactive with a half-dozen other touch points along the way—and for businesses to really get what they need out of their marketing spend, it has to be this way.
Trish Bertuzzi and The Bridge Group provided a set of data that added some weight to this assertion. Their survey of 115 companies indicated that dedicated lead generation/lead nurturing employees have nearly doubled in the last three years, and that there’s increasingly a split—almost exactly 50/50—of which department lead gen reports to, sales or marketing.
While there will never be a total overlap between sales and marketing, I don’t think the time is far distant that we may see the development of a new, hybrid department that works as an intermediary between the two. The “Market Oversight” department, or “Sales Analytics” department, will have the specific role of measuring, testing, and developing the ways in which sales and marketing will combine their efforts.