ALIGNMENT, TECHNOLOGY AND REVENUE IMPACT
ALIGNMENT,TECHNOLOGY, ANDREVENUE IMPACTCritical Links for Sales& Marketing SuccessCopyright 2016 Act-On Softwarewww.Act-On.com
Table of ContentsIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3Does Alignment Matter? Only if You Like Making Money . . . . . . . . . . . . . . . . . . . . . . . . . . .4Enabling Alignment. The Hidden Impact of Sales and Marketing Alignment . . . . . . . . .6Technology & Alignment: It’s Not What You’ve Got – It’s How You Use It . . . . . . . . . . . .9Technology Integration: Taking Alignment to the Next Level . . . . . . . . . . . . . . . . . . . . . .11Applications & Alignment: A Tale of Two Software Stacks . . . . . . . . . . . . . . . . . . . . . . . .12Beating the Budget Blues: Another Reason Why Alignment Matters . . . . . . . . . . . . . . .15Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18About Act-On, Demand Gen Report, and Ascend2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19www.Act-On.comAlignment, Technology, and Revenue Impact 2
IntroductionModern B2B organizations clearly understand the meritsof sales and marketing alignment: According to the2015 Act-On Sales & Marketing Alignment Survey, 98% sayalignment is critical to business success.This is good news for many of the sales and marketingprofessionals surveyed: Almost three out of fourorganizations report some degree of alignment, and 17%describe themselves as “completely aligned.”Of course, many firms still consider themselves misaligned,and the majority of those reporting some level of alignmentstill have work to do. These firms should consider twoquestions as they decide how (and perhaps why) tocontinue this journey:1. What makes alignment so “critical”to businesssuccess?2. Are there certain people, process, or technologyinitiatives that may be especially useful or impactfulfor those seeking alignment?www.Act-On.comThere’s no doubt about the first question: As we’ll explainbelow, there is a clear relationship between alignmentand revenue performance, although the truth about thisrelationship is a bit more complicated than it appears to beat first.The second question leads to some interesting andperhaps surprising conclusions about the role that salesand marketing technology plays in sales and marketingalignment. In a nutshell, when organizations consider howbest to use technology to support alignment, they maywant to consider a variation on an old saying:There is a clear relationshipbetween alignment andrevenue performance.Alignment, Technology, and Revenue Impact 3
Does Alignment Matter?Only If You Like Making MoneySales & Marketing Alignment Survey,Act-On Software and Ascend2,N 336, June 2015Q1: To what extent is your companyachieving its revenue goals?Sales & MarketingAlignedSales & drevenue goalsAchievedrevenue goalsDid not achieverevenue goalsThis year’s survey shows one reason why sales andmarketing professionals see alignment as a critical successfactor: 56% of aligned organizations met their revenuegoals, and 19% beat their goals. Among misalignedorganizations, by comparison, 37% met their revenuegoals, and just 7% beat them.www.Act-On.comof the companies that beattheir revenue goals describetheir sales and marketinggroups as “somewhat” or“completely” aligned.A different view of this data yields an even morecompelling result: 81% of the companies that beat theirrevenue goals describe their sales and marketing groups as“somewhat” or “completely” aligned.Alignment, Technology,eBookand RevenueTitle GoesImpactHere 4
Uncovering The Link Between Alignment & RevenueQ2: How well are yoursales and marketing teamscurrently aligned?Revenue Over-AchieversRevenue alignedWhile the correlation between alignment and revenue is clear,this doesn’t necessarily mean that alignment causes improvedrevenue performance. This cause-and-effect relationship isreal, and it’s certainly important, but finding it requiress thatmarketers take a different point of view.www.Act-On.comAlignment isn’t a specific activity; it’s more of a way todescribe sales and marketing organizations that (amongother things) have learned to: Communicate clearly Collaborate effectively Speak a common language Measure against shared standards Employ integrated business processes Work towards common goalsEven at this level, it’s necessary to take one more step:Identifying the organizational, business process, andtechnology initiatives that enable these improvements.This is where sales and marketing organizations do the hardwork and make the investments that ultimately lead toalignment. (We’ll look at some of these factors inthis eBook.)This is also the place to look for the reasons why alignmentand revenue performance so frequently appear together.It’s reasonable to assume that the same initiatives thatsupport alignment also play a significant role in improvingrevenue performance.Alignment, Technology,eBookand RevenueTitle GoesImpactHere 5
Enabling Alignment: The Hidden Impactof Sales & Marketing AlignmentQ3: What are the MOSTIMPORTANT PRIORITIESfor aligning salesand marketing?Sales and MarketingAligned58%Sales and 5%28%26%21%Integratedsales ng ofsales and marketingactivitiesCommon salesand marketinggoals and metricsIntegratedsales andmarketingtechnologiesIntegratedsales andmarketingpipeline stagesCommon definitionof the idealprospectand customerCommondefinition of aqualified lead22%Mutualinteraction withcustomers toascertain needsAlignment, Technology,eBookand RevenueTitle GoesImpactHere 6
Q4: What are the MOSTDIFFICULT CHALLENGES toaligning sales and marketing?Sales and MarketingAligned55%50%Sales and MarketingMisaligned49%39%35%32%29% 29%26%26%26%28%25%19%Mutualunderstanding ofsales and marketingactivitiesIntegratedsales andmarketing planningprocessCommon salesand marketinggoals and metricsIntegratedsales andmarketingpipeline stagesTechnology-focused issues don’t appear to be a particularlyhigh priority, even for aligned organizations, and they alsoaren’t regarded as being unusually difficult. However, thewww.Act-On.comIntegratedsales andmarketingtechnologiesMutualinteraction withcustomers toascertain needsCommon definitionof the idealprospectand customer17%20%Commondefinition of aqualified leadnature and extent of modern sales and marketing technology –and the numbers – suggest that there’s more to the story.Alignment, Technology,eBookand RevenueTitle GoesImpactHere 7
Enabling Alignment: The Hidden Impactof Sales & Marketing Alignment (continued)This causal relationship between alignment and revenueunderlines just how important it is for organizations toidentify the individual pieces they need to solve thealignment puzzle. One way to do this is to look at whattypes of initiatives matter most to aligned organizations. Inaddition, assessing the relative difficulty of these initiativescan help sales and marketing teams plan and prioritize theirown alignment programs.Technology Plays A Major Rolein AlignmentPeople and process issues rank high on both counts.There’s general agreement, for example, that a mutualunderstanding of sales and marketing activities is the singlemost important prerequisite for alignment. This is also themost difficult initiative for many organizations – a reflectionof the time- and labor-intensive nature of the activitiesinvolved in doing so.Begin with the fact that technology integration – the onlycategory that explicitly mentions technology – is justone aspect of sales and marketing technology. Marketingtechnology alone now encompasses nearly 2,000 productswww.Act-On.comin more than 40 categories; these solutions touch virtuallyevery modern marketing activity, including the planningand process issues that have such a major impact in areassuch as pipeline volume and velocity, lead quality and costper conversion.By this standard, technology actually plays a major role –but one that is often overlooked or even hidden – in almostevery high-priority sales and marketing alignment initiative.Planning and processissues have a majorimpact on pipelinevolume, leadquality, and cost perconversion.Alignment, Technology, and Revenue Impact 8
Technology & Alignment: It’s Not WhatYou’ve Got – It’s How You Use ItSales & MarketingAlignedQ5: To what extent doesyour company usesales and marketingtechnologies?Sales & elyusedwww.Act-On.comModeratelyusedSlightlyusedNot usedat allAlignment, Technology,eBookand RevenueTitle GoesImpactHere 9
Technology & Alignment: It’s Not WhatYou’ve Got – It’s How You Use It (continued)It’s important to look at how organizations actually usethe technology they purchase. In fact, some of the mostsurprising findings in the survey centered on this question.The evidence strongly suggests that technology has aprofound impact on alignment when it is used extensivelyand integrated effectively.More specifically, the survey data supports threeconclusions: Alignment without technology is rare. Going “organic”is great for your food, but it’s terrible for your job: Just sixfirms, or 3% of the respondents in the aligned category,said they achieved alignment without using sales andmarketing technology. Moderation isn’t always a good thing. Roughly thesame percentage of aligned and misaligned organizationsreported that they “moderately used” sales and marketingtechnology.It’s tempting to look at the third conclusion in terms of thetwo-thirds of aligned firms that do not make extensive useof technology. The more significant trend, however, is thestrong correlation between extensive technology use andalignment. It suggests that a comprehensive approach totechnology investments can help to ensure the success ofalignment initiatives.A comprehensive approachto technology investmentscan help to ensure thesuccess of alignmentinitiatives. Going all the way gets results. Nearly 1 in 3 alignedorganizations said they “extensively used” sales andmarketing technology – more than double the percentageof misaligned firms in this category.www.Act-On.comAlignment, Technology, and Revenue Impact 10
Technology Integration:Taking Alignment to the Next LevelIntegration is widely regarded as one of the fundamentaltraits that define sales and marketing alignment. Thisincludes the use of integrated technology to ensure theefficient movement of leads and other forms of data,effective metrics and reporting, and shared access to keybusiness processes and workflows.Q6: To what extent aresales and marketingdata and workflowsintegrated?Integration also reinforces the idea that using technologyto support alignment isn’t just a matter of investment – it’salso a matter of commitment.Sales & MarketingAlignedSales & MarketingMisalignedIn this case, all organizations that employed extensive salesand marketing technology integration also said they werealigned; conversely, all but a handful of organizations thateschewed technology integration were Act-On.comThis relationship between integration and alignmentsupports the notion that a more comprehensiveapproach to using technology can help to ensure that anorganization gets (and stays) on the path to full sales andmarketing alignment.5%ModeratelyusedSlightlyusedNot usedat allAlignment, Technology,eBookand RevenueTitle GoesImpactHere 11
Applications & Alignment:A Tale of Two Software StacksQ7: What types of salesand marketingtechnologies are usedin your company?61%59%Sales and MarketingAligned56%52%Sales and 6%12%8%Email ct-On.comMarketinganalyticsSocial lerationAlignment, Technology,eBookand RevenueTitle GoesImpactHere 12
Applications & Alignment:A Tale of Two Software Stacks (continued)As we noted previously, sales and marketing technologytoday encompasses a vast ecosystem of software andservices. Because of this, it’s useful to look at whichapplications are most commonly used in alignedorganizations.The survey data suggests that within most alignedorganizations, email marketing and CRM solutions playthe leading roles, while marketing analytics, social mediamanagement, and marketing automation are somewhatless prominent.But a different conclusion emerges if we examine thosealigned organizations that use technology extensively.These organizations typically implement a sales andmarketing software stack that includes more applicationsand favors a different mix of solutions than their peers: Five types of sales and marketing solutions – marketingautomation, email marketing, CRM, marketinganalytics, and social media management – were citedby a majority of these organizations, versus just twosolutions cited by the overall respondent group.www.Act-On.com Marketing automation solutions emerged as the mostfrequently used component within this group; 76% ofthe respondents said they used marketing automation,just ahead of the 73% now using CRM solutions.Organizations that makeextensive use of technology fallinto a category that firms stillseeking alignment would bewise to emulate.If extensive technology usehelps to ensure effectivealignment, it seems thatadopting marketing automationas part of an expanded softwarestack may reinforce this effect.Alignment, Technology, and Revenue Impact 13
Applications & Alignment:A Tale of Two Software Stacks (continued)A deeper analysis of the survey results confirms whatthese findings suggest. Among organizations that use bothmarketing automation and CRM as part of an integratedtechnology stack, 77% met or beat their revenue goals,and 74% reported aligned sales and marketing teams.That’s a remarkable and telling correlation between anorganization’s technology investments and businessoutcomes.Extensively usedTECHNOLOGY USED BY EXTENT OF USEModerately usedNot used at all76%73%68%65% ightly %8%CRM / mation11%8%0%Email MarketingApplicationsCollaborationToolsSocial MediaManagementAlignment, Technology, and Revenue Impact 14
Beating the Budget Blues:Another Reason Why Alignment MattersQ8: Which bestdescribes how yourdepartment’s budgetis changing?42%Sales & MarketingAligned43%Sales & ingthe lignment, Technology,eBookand RevenueTitle GoesImpactHere 15
Beating the Budget Blues:Another Reason Why Alignment Matters (continued)Most organizations need look no further than the revenuebenefits associated with alignment to justify (and fund)their own alignment initiatives. There’s another reason,however, why alignment can have a very real financialimpact on sales and marketing organizations.According to this year’s survey, misaligned firms weremore than twice as likely to report sales and/or marketingbudget cuts. Conversely, aligned organizations were 50%more likely to say they expect their budgets to increase. Ifsales and marketing leaders need any more evidence thatalignment is closely tied to revenue performance(and probably to other business KPIs), this trend shouldprovide it.There’s no silver bullet solution to alignment challenges;every organization will navigate its own complex set ofpeople, process, and technology issues to get the resultsthey expect. It is clear, however, that sales and marketingtechnology is an important aspect of alignment –especially given the benefits of comprehensive technologyinvestments, effective integration, and the use of marketingautomation within an organization’s software stack.www.Act-On.comThere’s no silver bulletsolution to alignmentchallenges; everyorganization will navigateits own complex set ofpeople, process, andtechnology issues to getthe results they expect.Alignment, Technology, and Revenue Impact 16
MethodologyIn June, 2015, Act-On Software and Ascend2 examined theattitudes and opinions of 336 professionals participatingin a survey regarding the alignment of their organization’ssales and marketing people, processes and technologies.The online survey was fielded to Act-On and Ascend2opt-in subscribers producing statistically valid findingsthat have been examined in a quantitative context byexperienced analysts and reported objectively. The source of respondents completing the surveywere 62% Ascend2 subscribers and 38% Act-Onsubscribers, at a 54% rate of completion. The roles of survey respondents were 60% entirelyor primarily marketing related and 40% entirely orprimarily sales related. The type of organizations participating in the surveywere 82% business-to-business (B2B) and 18%business-to-consumer (B2C).www.Act-On.comAlignment, Technology, and Revenue Impact 17
About Act-On SoftwareAct-On Software is a marketing automation company delivering innovation that empowers marketers to do the best work oftheir careers. Act-On is the only integrated workspace to address the needs of the customer experience, from brand awarenessand demand generation, to retention and loyalty. With Act-On, marketers can drive better business outcomes and see highercustomer lifetime value. The Act-On platform provides marketers with power they can actually use, without theneed for a dedicated IT resource.ConnectConnect withwith usus toto learnlearn moremorewww.act-on.com @ActOnSoftware #ActOnSWAbout Demand Gen ReportDemand Gen Report is a targeted e-media publication spotlighting the strategies and solutions that help companiesbetter align their sales and marketing organizations, and ultimately, drive growth. A key component of the publication’seditorial coverage focuses on the sales and marketing automation tools that enable companies to better measure andmanage their multi-channel demand generation efforts.Connect with Demand Gen Report to learn moreinfo@demandgenreport.com 201.257.8528About Ascend2Marketing software, data companies and digital marketing agencies partner with Ascend2 to reliably generate demandand supplement marketing content. Our Research Partner Programs are transparent – spotlighting your brand and theinterests of your market.Connect with Ascend2 to learn morewww.Ascend2.com contact@ascend2.com 800.762.1595
sales and marketing pipeline stages Common definition of the ideal prospect and customer Common definition of a qualified lead Mutual interaction with customers to ascertain needs 50%
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