As I mentioned in my previous article: How to lay the foundation for data-driven success [4 steps] it is essential to continuously enrich data. This also improves lead quality if the buyer journey is long enough for lead nurturing to be applied.
5. Everyone is sales
Actively involve marketing people in sales cycles. For example, by having opportunities executed by marketing people, they will better understand the needs of salespeople. The most accessible counterargument is that 'there is no time for this'. This is a short-term argument if you assume more efficient cooperation in the long term. It is also important that marketing people are given a fair chance. So the sales manager determines (possibly in consultation with the marketing manager) which assignments and opportunities are given to marketing.
This prevents the marketing people from only getting the weak opportunities that the sales people do not have time for. Furthermore, the opportunities do not have to be weighed against the regular sales opportunities. This means that any failure is separate from the total performance (and therefore reward). If it is the case that example of whatsapp number in philippines marketing is successful by using these opportunities, this should be taken into account. This creates a culture in which sales people applaud the marketing team for taking on assignments, instead of the sales team complaining that 'those marketing amateurs' are messing it up.
6. Start from the pipeline
Ensure shared responsibility and shared success. By aligning common values, goals and KPIs from a single vision, teams that perform optimally will ensure success for the organization as a whole. Ensure clear and regular reporting, so that everyone also keeps a sense of performance (of the whole).
Ensure shared responsibility and shared success.
A first step to make this possible is an organization-wide mission (originating from the vision of the company). This does not necessarily mean that everyone contributes to that mission (although this can also be the strength of a concern, think for example of Decathlon). At the very least, everyone must know the mission, understand it and be able to identify with it (to a certain extent). Based on this shared understanding, common values and goals must be drawn up. There are various methods to translate this into concrete (and functional) KPIs. For example, with the OKR method .