Marketing And Sales, Challe, Sowell discussed on Inside Intercom Podcast

Automatic TRANSCRIPT

I really like the idea kind of to plot an idea from there, it seems like you sort of get that alignment in that sense of being one team sort of for free when you're small, and it seems almost like what you're saying is as the companies get bigger more complicated, the role of operations is to preserve that sort of oneness and sort of single team mentality way of working one hundred percent. I think if you hire a dedicated events person, we know on how Challe. It is to manage the logistics of setting up executing a great event. And there's a a core skill set that not tiny people have and you're gonna hire someone who's optimizing that. But they might not be fully aware of how you take that you do the premarketing where you gather, the leads or you get them into nurture tracks or you pass them over to sales to truly pipeline off at and that's okay, because they're all, you know, put to gather some really really great events. And I think that's where the marketing ops team working with the south ops team can help that specific tactic that you're investing in get closer and pull it back into this concept of one teen while allowing those other resources he might not even ever think sales on her then who's going to staff the booth, you know, to do what they do best accents. So that to you. I mean, you know, clearly sales and marketing is is has always been I think you, and I would believe had to be very close needs to be close from your perspective. What is successful partnership walk like back to Sowell's? And how should cells view that as well? With respect to being good partners to marketing. I totally agree. I really would go something you mentioned a bit a little while ago. Which is think what's really helpful is when both parties think of it as a supply chain, and that we're all were manufacturing the same thing on behalf of our employer, which is revenue for the business. And so I think kinda starting there with that grounding. I think the foundation of successful partnership is understand that and that sounds sort of I don't know routine or boring to say, but is not always the case some sales organizations, they're just in a local acquisition game actually trying to make money for their business because that's the way that they're accomplishment set up or that's what their leadership is driving. And I would actually say more commonly the marketing team might think oh, my job is building brand. And the my question again being the revenue operations person is to what end we don't sell her. We saw stuff and the branch was to help ourselves stuff. But a lot of mercury stations. Be like my job is build the brand. My jobs have wonderful facilities for employees. Work in. And that's true. That's part of your job. But always asked that question is to what I think once you're there once you have that that sort of a lion of what is the outcome that marketing and sales are trying to get together. Then I think you get into the fun part of the partnership was, of course, a lot of things that you and I do together which is. Yeah. Giving each other a hard time of our respective contributions to the supply chain but getting aligned on kind of what you should earlier showed early. Like, okay, how we're going to get. There was the officiant way for our business mutually to get to the revenue outcome, we want our we staffed correctly. We have the capacity can I actually drive the sort of leads that you need the time line that you need it. And that's kind of where the the phone in fact, actually, the art. I would say our rules comes in because there's not a playbook that you can just execute in my experience. I wish there were. And there's very rarely obvious answer. Oh, hire ten reps and.

Coming up next