I
believe that CEOs subconsciously select either a sales or marketing method for
leading their companies based on their history, comfort zones and competencies. Sales personas are reactionary while marketing
personas can be either passive or dynamic.
Passive marketers support the sales process. Dynamic marketers balance
long-term and short-term planning and provide an environment where a sales
process will flourish. Each of these three
methods can be effective. The key is to understand your persona and then to be
the best you can be when executing that method.
Sales-driven
companies
have a short-term planning horizon and focus on closing. They implement market
penetration tactics, which may lead to peril in mature industries. They operate under the umbrella of a market
maker or follow a market leader. They find
it difficult to differentiate themselves in any way other than pricing. Casual nurturing of customers, prospects, and
partners results in delicate relationships and loyalties. They lack the skills to develop meaningful new
products, services, and markets. As marketing novices
they are guided by
competitor moves and financial or operational pressures rather than being
driven by a solid marketing plan.
Passive
marketers
are marketing apprentices
who may evolve to become marketing practitioners.
For them, product and market development mean incremental changes to existing
products and markets. When they see storm
clouds on the horizon, they are not skilled at addressing them. Research is limited to gaining insights if
their sales teams stay in touch with customers, prospects, partners, and
competitors. Marketing Assisted Selling
and Field Marketing
support the sales process.
Dynamic
marketers
are true believers in becoming marketing
masters. They have the patience and determination
to thrive outside the box of traditional category thinking. Their growth mode attitude and competent
research skills consistently fuel their business development process
to add new value
through frequent incremental change along with regular product and market innovation.
Their partner networks enable a broader horizontal and vertical path than they
could traverse on their own. They clearly
articulate a unique value proposition in simple terms. They nurture customer lifetime value and their
profit margins are higher than sales driven companies. They build sustainable customer experiences
before and after transactions – not only when a sales opportunity is in the
funnel. Solid business acumen distinguishes
their people during conversations that relate to a buyer’s personal and
business needs. They have a long-term
planning horizon and lead by communicating a clear vision, along with a focus
on goals and sustainability. Their CEOs influence
this culture by strategically allocating resources and through persistent
mentoring of management and staff.
Your
Opinion is Important
Do marketing cultures outperform sales cultures?
Please email your comments to me.
