Bridging the Sales & Marketing gap..

[Challenged]

As a marketing consultant one of the things I come up against is poor execution when it comes to closing the deal. I think it goes with the territory that business owners look at hard figures when it comes to judging the success of a specific marketing campaign but it is often the case that if figures aren't where expected the blame will lie with the campaign and not with the internal processes involved with the sale.

To put it bluntly I often find it difficult to explain to a client that if a campaign has not brought the expected results - even though it has generated the enquiry level expected that it is not the fault of the campaign...

I know it's obvious - it's more the method of explaining this to a client that I would like to hear about as it can be tricky and awkward!

Hope that all makes sense - would be great to hear some views.

Andy

[Be Known PR]

Unfortunately it is much easier for the client to blame the consultant than his/her own staff.

I have previously tried to get a client to look at enquiry rate from activity rather than revenue generated in order to prove my worth. For example, after carrying out a sales driven PR campaign for a client that generated significant media coverage (I am talking regular exposure in the national newspapers and magazines, as well as consistant exposure in regional newspapers, all promoting a bookable package) I demonstrated that the number of calls coming through on the dedicated phone line and specific URL showed that from my perspective the campaign had worked and that it was the failure to convert the enquiries that was the problem.

The difficulty is that delivering enquiries is not enough because they (quite rightly) want to see a decent ROI. Rather than accept that it was his staff that needed training, it was easier for him to say 'PR doesn't work' and cancel his contract.

Once you have demonstrated enquiry statistics, key message rates and any other brand value measures that you might have under your hat, then if they still don't get it, then I am not sure there is much else you can do.

[Challenged]

Unfortunately it is much easier for the client to blame the consultant than his/her own staff.

I have previously tried to get a client to look at enquiry rate from activity rather than revenue generated in order to prove my worth. For example, after carrying out a sales driven PR campaign for a client that generated significant media coverage (I am talking regular exposure in the national newspapers and magazines, as well as consistant exposure in regional newspapers, all promoting a bookable package) I demonstrated that the number of calls coming through on the dedicated phone line and specific URL showed that from my perspective the campaign had worked and that it was the failure to convert the enquiries that was the problem.

The difficulty is that delivering enquiries is not enough because they (quite rightly) want to see a decent ROI. Rather than accept that it was his staff that needed training, it was easier for him to say 'PR doesn't work' and cancel his contract.

Once you have demonstrated enquiry statistics, key message rates and any other brand value measures that you might have under your hat, then if they still don't get it, then I am not sure there is much else you can do.

Agree totally - When you say you demonstrated that it was the failure to convert the enquiries that was the problem - did you explicitly tell them that? If so how?

I know its ridiculous but I find I often have to approach this difficult conversation when you are effectively telling the business owner that the staff aren't up to it.

No one want to hear that but I suppose we aren't doing our job right if we don't point it out?!

[Jen at My Marketing Team]

It is a tricky situation.

I always find it helps to manage expectations upfront. Depending on the campaign, it is useful to talk about what you expect the campaign to produce (higher enquiries etc) and then outline what needs to happen to convert this into a better bottom line (i.e. requires sales staff to deliver xyz) BEFORE undertaking the activity. That way - at the debrief session, all parties can go through and confirm which elements were achieved and which weren't and hopefully the reasons why would be more obvious.

I would also always try and discuss any follow-through prior to implementing a campaign to make sure the processes and staff were in place to fulfil any increase in enquiries. Of course this is not always possible. And as you say, it is always easier to blame the external consultant.

But honest and open conversations before the campaign starts about objectives and expectations is my recommended route. There will always be the client who is impossible to please - in which case, I tend to think we are better off losing that client and putting efforts into those with whom we have better and more successful working relationships.

Good luck!

Jen

[Be Known PR]

Agree totally - When you say you demonstrated that it was the failure to convert the enquiries that was the problem - did you explicitly tell them that? If so how?

I know its ridiculous but I find I often have to approach this difficult conversation when you are effectively telling the business owner that the staff aren't up to it.

No one want to hear that but I suppose we aren't doing our job right if we don't point it out?!

Just tell it to them straight - but constructively, rationally and reasonably. Either they will respect you for it and take your point or go on the defensive. But if they are going to do the latter then they blame you anyway so you have already lost them as a client. At least you will know you have done all you can and tried your best to help them.

Having previously worked for an agency that always tells the client they know best to keep them happy and one whose CEO (to whom I was his no 2) took the attitude of 'they are paying us to be consultants and for our expertise so that it what we give them', I can tell you that more often than not clients respect you for telling them they are wrong - as long as you can rationally show them why.

[Dai Phipps]

I agree with Be Known PR,

If you can justify your reasoning why something needs changing on the client's end, then they would respect that more than a 'yes man' who will just say what their boss/client would want to hear and in hindsight the problems will never get solved