rketing and sales effort is the first key to that, and in our own experience, companies that perform best have one single senior executive who are both marketing and sales oriented and have a strong belief in the two. When you have separate VP’s of marketing and VP’s of sales reporting to a CEO, many times those are strong personalities which are advocating for their own resources, sometimes to the detLet’s talk about how companies can work to improve the seamless connectedness between their lead generation activities and their sales activities. A lot of companies have many, many disconnects between the parts of the organization that actually generates qualified leads for the company, i.e. usually marketing, and those who actually convert those qualified leads into sales opportunities and close new business for the company - in other words, the sales team. Typically, there is a large disconnect between several functions inside both marking and sales that produce these actual leads and turn them into qualified business opportunities for the company. Part of this is cultural.

Many companies have a cultural divide between their marketing and their sales departments that produces a rift, and often times silos those two parts of the organization to function into very separate and distinct mindsets. There is often times turf wars and turf struggles associated with marketing, versus sales, in many organizations and there are very few organizations that actually take an integrated marketing and sales approach and truly have a unified culture between the two sides of those two functions. So this can produce rifts and finger pointing and turf wars. All those kinds of things between marketing and sales and that leads to disconnects in how marketing and sales work together, in terms of taking opportunities and turning them into new business.

So for most organizations the number one challenge is getting marketing and sales to take a unified approach. We believe that unified leadership of the marketing and sales effort is the first key to that, and in our own experience, companies that perform best have one single senior executive who are both marketing and sales oriented and have a strong belief in the two. When you have separate VP’s of marketing and VP’s of sales reporting to a CEO, many times those are strong personalities which are advocating for their own resources, sometimes to the detr

business for the company - in other words, the sales team. Typically, there is a large disconnect between several functions inside both marking and sales that produce these actual leads and turn them into qualified business opportunities for the company. Part of this is cultural.

Many companies have a cultural divide between their marketing and their sales departments that produces a rift, and often times silos those two parts of the organization to function into very separate and distinct mindsets. There is often times turf wars and turf struggles associated with marketing, versus sales, in many organizations and there are very few organizations that actually take an integrated marketing and sales approach and truly have a unified culture between the two sides of those two functions. So this can produce rifts and finger pointing and turf wars. All those kinds of things between marketing and sales and that leads to disconnects in how marketing and sales work together, in terms of taking opportunities and turning them into new business.

So for most organizations the number one challenge is getting marketing and sales to take a unified approach. We believe that unified leadership of the marketing and sales effort is the first key to that, and in our own experience, companies that perform best have one single senior executive who are both marketing and sales oriented and have a strong belief in the two. When you have separate VP’s of marketing and VP’s of sales reporting to a CEO, many times those are strong personalities which are advocating for their own resources, sometimes to the det

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