These are exciting times for sales and marketing folks. Or scary. Well, both. Adoption of data systems and technologies mean marketers manage more technology, sales teams are more integrated with marketing, and there are technologists throughout the entire company. The roles of marketers and sales people, technologists, and analysts are blending together in the modern sales environment. This mashup is creating a very complicated environment for those in technology sales.
Marketers today are focused on revenue throughout the sales cycle – from generating qualified leads, shortening sales cycles, accelerating sales velocity, to increasing deal size. And more and more often, they are relying on technical integrations to help deliver these results. The marketing operations function is a technical, strategic role. In some companies marketing operations is called revenue operations, where sales and marketing ops are combined, driving the direction of both sales and marketing campaigns through data analysis.
One title that has recently emerged is that of Chief Digital Officer, who has a blended marketing/technology role. However, whether or not, companies are adopting new explicit titles such as this, the responsibilities are undoubtedly blurring together. Additionally, we are seeing a rise in the role of marketing operations. This trend towards technical operations within marketing started with managing marketing automation platforms like Marketo or Eloqua, but now has grown to hold a more important and strategic place within the organization. Increasingly, marketing is now also responsible for forecasting and prediction.
Selling into less predictable organizational structures requires more thorough marketing and sales intelligence. No longer will you hit your mark by calling an organization to talk to “whomever is in charge of technology purchases,” or databases, or whatever. The distributed nature of technology solutions in organization makes selling far more complicated. You will find decision makers under a wider variety of titles and departments. Here are some strategies to successfully maximize opportunities in this “brave new world” of technology sales.
- Use the best tools. Use a complete sales intelligence solution, like DiscoverOrg, that provides constantly updated contacts in seven datasets – including profiles of the IT, Marketing and Finance departments – so that you can find your targets regardless of where they sit in the organization. Triggers can be programmed to alert you when decision makers change jobs or when companies have open projects and initiatives. Your solution should integrate into your CRM and provide automatic updates to lead records, so that you are certain to always be working from current contact information.
- Work the org chart. The DiscoverOrg organizational charts are provided for 100% of the companies we profile. The org charts are populated with the direct contact information for each individual as well as a view of the reporting structure and descriptions of the technologies each individual manages. These org charts eliminate the need for guesswork when trying to target the right individual for your solution.
- Multi-stakeholder selling. Rarely in today’s organizations is a single decision maker responsible for technology purchases. To increase your success rate, identify the stakeholders in the sales process early and involve them when you decide. Taking this approach, including colleagues or manager enables you to have multiple champions. Reaching across the hall into the marketing department and the finance department to include all relevant decision makers will shorten your sales cycle and increase the likelihood of a close.
Technology sales has always had its quirks – but in today’s blurring sales environment, sales teams need to use the best tools and take all of the help they can get to navigate to the sale. If you would like to learn more about our Marketing dataset attend the upcoming webinar October 16, at 10 a.m. PT / 1 p.m. ET.
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