On Day Six, There Was Smarketing

On day six of Twin Cities Startup Week 2019, marketing and sales people came together to create their own deeper, modern-day definition of smarketing. And I can truly say as a marketing professional that it was enlightening. 

Kicking off the discussion with the WiKi definition of smarketing as “the process of integrating the sales and marketing processes of a business,” moderator Jennifer Zick of Authentic Brand acknowledged the term may be too much of a mashup for most. The term originated around 2000 and was heavy on the processes, while today the integration of sales and marketing seeks loftier goals like creating empathy. How smart.

Whether sales, marketing, both or other in the room, Zick suggested that we’re all growth-minded and looking at next-level growth. She also noted that marketing and sales can and should vary greatly depending on what stage your business is in. Panel members Amy Green, Code 42; Chris Knutson, Team Genius; Elli Rader, GoKart Labs and Mickeli Bedore, Bedore Business Group were on stage to help round on that conversation with supporting details, what they’ve learned about sales and marketing and how they lead.

Exercise Empathy

Often times sales and marketing people within an organization or company are siloed and wear very distinctive hats. What seems like good communication is actually built around processes and functions, leaving little room for meaningful conversation between sales and marketing. In this vein, Knutson talked about the importance of creating empathy between both functions; Elli cited marketing culture that’s tied to revenue and outcomes as a positive way to lead marketing people to have conversations with the sales teams; and Bedore shared how focusing his team around commonalities – i.e. sales and marketing each play a bit of the other’s roles in different ways – creates respect and understanding.

Why are sales and marketing roles so opposing in many businesses when what we really should be saying is duh… sales and marketing and integrator stuff. We should do that. Bedore takes this a step further and has his team switch roles. The outcome is that they all speak the same language and hold empathy because they’ve stepped into that other person’s role.

Startup and Scaling

Unique to a smaller company or start up is that you don’t have the luxury of focusing on a sales or marketing lane. The tasks are all merged into one and you are doing it all says Knutson, who thought he’d do marketing, but quickly realized he needed to pick up the phone with a sales mindset and sell. He said it was uncomfortable, but critical in understanding that role which later informed the company’s potential for growth and confidence in scaling.

Zick talked about growth mode and having a champagne appetite for talent on a PBR budget. She delegated and elevated by hiring for things she does naturally first, then learning the things she knew less of until she got to the point of confidence where she could build out.

The Story of Opportunity

Knutson touched on the idea that marketing is viewed as a sales-support function. While the marketing department is good at product-focused content; what’s needed is more selling-the-problem-type content. Companies need to answer why they need anything before they are ready to a look at and answer why us? He noted that this approach is a huge opportunity for marketing to win over salespeople: help quantify problem and why it’s worth solving.

Zick continued along this line noting that many companies only have a WHAT story. But marketers know that an authentic and effective SO WHAT story is needed. This SO WHAT story is the connective tissue of smarketing. If you’re doing it right, the story doesn’t exist to compete with competitor, rather it shows them the pain, how your company will solve for it and open it up all of the possibilities for them.

Ideas for Integration

Green talked of an internal marketing and sales convergence before anything is shared with an external audience. Their team omits jargon, always focuses on their customer, and sells the idea to their employees first. She also highlighted the importance of positively framed feedback and never losing sight of what you’re trying to accomplish.

Rader stressed the importance of being in both seats. For example, those currently on sales side could invite the marketing team into the field, maybe to a meeting with an existing client so they can listen to how clients share insights and feedback. The marketing team needs to hear that first hand to create assets and materials that speak to the client.

Bedore mentioned a seemingly simple, but yet untapped idea of just getting the two groups together in one room. In a sales capacity, he includes marketing in on many communication tools – like conference call listening and email inclusion so they know what it’s like to feel a sales win, feel what a failure looks like, share excitement and feel the burn. It builds synergy and family who will fight for each other, he said.

NO Random Acts of Marketing

If Authentic Brand had a motto it would be no random acts of marketing. Marketing does not become a junk drawer for quick-turn deliverables driven by sales. It does not follow all of the shiny objects. What is does do is directly tie itself to revenue.

Green chimed in on the daily communication, honesty and clarity around a marketing plan where everyone knows their role. Knutson is a fan of a compensation model for marketers that’s tied to results, ensuring that marketers are not going to do something that doesn’t matter. Rader used to respond to marketing tasks that may not have driven revenue due to her indecision, but that shifted to staying focused and making decisions, which relieved everyone involved.

More Planful Advice

Stick to the plan, bring forward data-driven recommendations, have very specific targets and don’t be afraid of losing market share by being hyper focused. Understand your resources in startups and early business stages are limited and will achieve the best results if you’re pitching into the strike zone, noted Zick.

The panel fielded a few questions around timing and business size and readiness to move to working with an agency (for the right-sized company, a fractional CMO could be ideal); words of wisdom to only hire for tactical roles if you have the strategy and leadership to back it up; and building your marketing muscle by measuring activities and disciplines that get you to revenue.

--- This TCSW session, on Tuesday, October 15, 2019, at WeWork in Uptown, wrapped up on a very high note to inspire more smart sales and marketing conversations in organizations. Attendees – how are you taking this into your daily work if you’re a marketer, salesperson or other?