Why Marketing Sales Teams Don’t Speak the Same Language 

A marketing sales campaign is designed to reach out to those potential buyers, most typically with a call to action. If a potential buyer (prospect) responds to that call to action, marketing sales calls this a "lead" and counts this as a feather in their cap. 

After all, marketers take a holistic approach to their craft. They are chartered with "making the phone ring" and use different mechanisms such as direct mail, email campaigns, trade shows, seminars, etc.

Conversely, a salesperson's job is to turn that lead into revenue. Salespeople are typically quota-carrying individuals measured by how much business they do (or close) each month. Marketing sales teams use lead lists, make cold calls, give presentations and demonstrations, write proposals and ultimately "close the deal."

The disconnect occurs because marketing salespeople are often evaluated on different criteria. Marketers are typically judged by the number of leads they generate, while salespeople are judged by the number of deals they close. This can lead to a situation where marketing sales are causing lots of leads, but the sales team cannot complete them, or vice versa.

The best way to overcome this marketing sales disconnect is to understand the criteria for success in each department clearly, and then make sure that the leads generated by marketing sales are qualified according to those criteria. This way, both marketing sales can be working towards the same goal.

Marketers measure success by "hits," attendees, inquiries, etc., then try to equate a Return on Investment (ROI) to such metrics. Typically, this marketing sales ROI is based on sales pipeline or projected sales which may take months or even years to materialize. While there is value in these marketing initiatives, quantifying marketing sales value is in the eyes of the beholder.

Salespeople, on the other hand, are very focused on the here-and-now. They want marketing sales leads that they can work on now and close now. They aren't interested if a lead isn't ready to buy today. This is where the disconnect occurs between marketing sales.

If both marketing sales can work together towards these common goals, it will go a long way towards bridging the gap between the two departments. Marketing sales teams need to speak the same language to succeed.

Marketing salespeople are more strategic and focused on creating awareness, building relationships, and generating a steady stream of leads that sales can then qualify. In many organizations, marketing owns the leads until they are passed to sales. This can often create a situation where marketing generates lots of leads, but the marketing sales team isn't able to close them, or vice versa.

One of the main reasons why marketing sales don't speak the same language is that they are often evaluated on different principles. Marketers are typically measured by the number of leads they generate, while the number of deals closed helps judge salespeople This can lead to a situation where marketing sales are causing lots of leads, but the sales team cannot complete them, or vice versa.

If both marketing sales can work together with collaborative strategies, it will go a long way towards bridging the gap between the two departments. Marketing sales need to speak the same language to ensure that your company succeeds in business.

Salespeople are much more tactical and only focused on the numbers that count—compensation for their efforts. In most organizations, salespeople view leads much differently than marketing. They view them as opportunities to close business in a defined (the shorter, the better) period. A marketing sales lead needs to be qualified. This means that there is a high probability that the lead will turn into business within their defined period.

Marketers need to generate marketing sales leads and then work to qualify them according to the criteria that sales have established as being important. Once a marketing sales lead is qualified, it can be handed off to sales. Salespeople need to trust that the leads they are getting from marketing are qualified and ready to buy.

The problem is in defining a "lead" and "qualified." You have two groups of people with different backgrounds, different objectives, and different purposes. To function correctly, these two groups need to communicate more effectively. They need to share a common lexicon, a standard dictionary, and a co-dependent level of accountability.

Of the two groups, marketing sales are more likely to have an advanced educational degree, work in the corporate office, and be focused on metrics, one or two steps removed from the heart of the marketing-sales cycle. They view leads as opportunities, and the more, the better.

Sales are much more primal. They think: "Is someone ready, willing, and able to buy my product now?" These are relationship people and risk takers who are more likely to have been the quarterback on the football team or the captain of the baseball team. They are in the field and work directly with the customer.

Even though your marketing sales teams have different goals, there are many overlaps to note as well. Creating service-level agreements between your marketing sales teams can help each team stay accountable and collaborate harmoniously with each other. 

Because of where they come from and how they are measured, a rift is inevitable. Marketing creates all this great activity and thinks, "these dumb jocks can't sell their way out of a paper bag." Sales look at marketing and say, "these marketing sales Poindexters wouldn't know a good lead if their life depended on it."

However, the common ground is that marketing sales teams need results to survive and prosper. They must contribute to corporate objectives but take different paths to get there, with many collisions. With marketing sales automation software, you can soften the rift between the two teams and ensure that your company succeeds in converting more leads.