Marketing vs Sales: How to Build Effective Teamwork

Marketing vs Sales: How to Build Effective Teamwork

Marketing and sales departments often compete in companies. If revenue drops, salespeople may blame marketers for low-quality leads, and marketers may link to outdated sales scripts. Will site visitors become buyers of the product? Marketers may respond by simply driving traffic. What, then, is the role of sellers?

In order to properly distribute the tasks of these departments, it is important not to forget that they have a common goal – to attract relevant customers. The difference between teams is that they work at different levels of the funnel. Sometimes employees spend too much time understanding this, and disagreements in the team always carry an increased risk for the business, especially in times of crisis.

Why employees of different departments do not always manage to find a common language, and how to organize the work of marketers and sales specialists – tell the teachers of the course “Marketing Director” of the online university Skill box. 


What are the tasks of each of the departments?

  • To acquaint potential customers with the goods and services of the company. Even if they haven’t heard of the brand before.
  • Encourage people who are already familiar with the company, but have not yet become customers to buy.
  • Maintain a loyal customer base and invite them to recommend the brand to friends and colleagues.

The main tasks of the sales department:

  • Bring new clients to the company from target segments, and not less than the established budget threshold per month;
  • Sell ​​new products or services to current customers.

Marketing tasks are integrated into the sales process. It is easier to negotiate with clients who are “warmed up” by advertising campaigns because the first contact has already taken place.


Why is it not always possible to interact?

In reality, we often encounter situations where there is no mutual understanding between marketers and final expense leads sales managers, for example:

  • The marketing department held an online event for new customers with the obligatory condition to register for the webinar and provide a phone number or mail. If after the event the sales department does not process the collected contact base, it is unlikely that the webinar will be able to recoup.
  • The marketing department sent out a mailing to current clients and offered a 50% discount for the next 3 months if the client agrees to the prepayment. If the sales department does not call customers and does not process the responses to the newsletter, then it will turn out to be unprofitable.
  • The marketing department launched targeted advertising to attract new customers on special terms and invited them to call the sales department for details. If the sales department does not know exactly what conditions to offer, becomes reluctant to respond or make mistakes, then the budget for setting up and financing the advertising campaign is wasted.

Therefore, the sales department is required not only to efficiently process the leads that marketers bring but also to form their requests for marketing campaigns. By understanding customer needs, marketers will help the sales team create new entry points, which ultimately will lower the cost of customer acquisition.

Start a process of productive dialogue between marketing and sales teams. In an ideal world, it should happen every day. During the dialogue, teams need to exchange information about their plans, the focus of work, strategies, ideas. An important aspect is the assessment of the effectiveness of work, materials about the product, channels of communication with customers, successful or failed experience.

The salesperson may not be a marketer, but he needs to understand exactly what the marketer does in the company. Likewise, the marketer needs to have an understanding of the salesperson’s job. Start a “Stay in My Shoes” project, in which, for example, a marketer spends an hour or a shift performing salesperson tasks under the direction of a sales manager. Conversely, a salesperson in the marketing department


How to optimize collaboration: top rules

In order for the interaction between marketing and sales departments to be close to ideal, it is better to adhere to the rules:

  • at joint planning meetings or in chats, representatives of the departments discuss and agree on marketing activities that can help the sales department to attract new customers;
  • the marketing department implements these activities, transfers leads to the sales department (preferably automatically, so that they are immediately loaded into the CRM system);
  • the sales department immediately processes leads while there is a hot demand;
  • the sales department gives feedback to marketers on the quality of leads and the commercial result of the campaign;
  • marketers consider the profitability of conducting activities and the cost of attracting a customer in order to better plan campaigns in the future.

Removing any of these steps makes the processes less efficient:

  • Marketing conducts activities without coordinating them with the sales department. In this case, salespeople may not be ready for an influx of customers, or simply not be aware of the essence of the offer. This will cause negative feedback from clients due to time delays or the quality of work within the team.
  • Marketing is active, but sales are not getting leads. The reasons can be different: from problems in integrating with a CRM system to banal forgetfulness. In this case, the sales department will have nothing to handle.
  • The sales department does not give feedback on the number and quality of customers. Then marketing will not know what activities to focus on in the future, and the result of subsequent campaigns will be less predictable.
  • The marketing department does not consider the profitability of the activities. This leads to too high customer value or to the loss of the campaign itself.

In conclusion, I would like to give two tips that many have heard but rarely used.

  • Automate routine tasks so you don’t waste time on uploads and reports. If the interaction between marketing and sales teams is labour-intensive, employees will be reluctant to work, citing more urgent tasks. End-to-end analytics systems are suitable for solving the problem.


Communicate, share opinions, ask for advice. With an open and friendly approach, the likelihood of success is much higher than when each employee is “for himself” and refuses to accept the mutual team responsible for the result.

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