Bett-zi

Think about this.
Companies can operate in silos. They have people who can;

1. Generate demand and market your product (some good, some bad)
2. Know Digital Marketing inside out – Some with an over technical bias and no creativity and commercial acumen. Some with an abundance of client skills, commercial acumen, but with little industry and technical knowledge.
3. Know the industry, verticals, competitive landscape, and each client’s needs in depth

Very few can combine all 3 and mirror and match there organizational, business, and revenue model to that of the market they operate in and with their clients.

I think an SEO analogy is in order….

Professional SEO, by necessity, involves marketing, sales, and IT disciplines. SEO specialists win business as they have a unique blend/blend of talent and understanding of the 3 disciplines. This is why good SEO agencies do so well when pitching against a purely technological or a purely sales/black hat type of organization.

Having an innovative and unique approach to aligning your organization to market conditions is similar. Many companies have either the sales and marketing experience, many have digital or search knowledge, and many have the technological and analytical experience. Very few have a combination of all these and no one to ensure all departments work in perfect synergy.

This leads to what I call ‘planned execution’.

To succeed ‘team selling is vital’. Just like ‘click attribution’

“How many companies internally battle over credit, commissions, and recognition even before you enter a ‘pitch battle’?
“How many companies lose pitches (ohh a close second!) because they did not listen to client. Hence they did not involve the right people in the pitch process, they put the wrong people in a pitch at the wrong time, and they did not get a balance between showing their technical, business acumen and market knowledge, understanding the client, and understanding the commercials?”

“What would you say if I advised your company to re-evaluate your internal KPI’s, sales commission plans, and pitch strategy and use ‘hubs of expertise’ to convert big business. The rewards are shared across all business, marketing, and technical disciplines involved?”
“How many companies have a Chief Revenue officer who can offer that vital ‘assist’, constantly maintain revenue focus and ensure all revenue streams rise?”

Please..

Think about your company’s revenue attribution model
Think about what areas of weaknesses you can improve on. Where are the broken links. How do you fix them.
Plan for changes in your working environment, skill gaps, resources shortgages, staff turnover. Who plug’s the gaps?
Utilize your organizational talent just like you would a clients marketing budget.

Far too many companies have internal debate that is counter productive. Experts v Crowds, technical v sales, sales v marketing. What they fail to realise is that each has his own ‘domain’ of specialism and are all part if the glue that binds successful company growth.