Regardless of Your Strategy, Why Marketing Orchestration is the Way to Go

By Heidi Bullock

Regardless of Your Strategy, Why Marketing Orchestration is the Way to Go

Marketing is like soccer – it takes every player on the team working together to win. No single player alone can win a championship.

In marketing, to drive optimal business outcomes (ex: new business, renewals, up-sell/cross-sell, or advocacy) it takes collaboration and communication with cross-functional teams. We call this marketing orchestration, an ongoing and coordinated process throughout the entire customer journey. All customer facing teams have account-level insight and participate in activities to drive the right business outcomes. Marketing orchestration is beneficial because no one loses account visibility and insights are leveraged across teams to create the best experience for the buyer.

Unfortunately, many revenue teams don’t work this way. They often operate in silos that have a point-in-time handoff. For example, many marketing organizations generate MQLs, MQAs, or in some case meetings, then they pass them over to Sales. Marketers feel their job is done and they are onto the next initiative — until they see MQAs were not followed up on, or an account received a poorly written email from an SDR, or they can’t articulate if a field dinner was worth doing to their CEO. The handoff approach is antiquated and unrealistic when you consider the complexity of selling into an organization you are aiming to delight. It is also an easy way to waste your valuable marketing dollars. You want the buyer’s experience to be positive and you want your marketing efforts to work. The only real way to ensure that is through marketing orchestration.

Costly and common mistakes teams make using the handoff approach

Here are two common scenarios that highlight the handoff problem.

You are currently running account-based marketing initiatives. There has been some success but not as much as you’d like. Your team did all the right things, presented in front of the sales team on strategy, and even got input on target accounts from the sales team – yet progress seems slow. Why are these ABM campaigns stalling?

Let’s analyze the field marketing aspect of this campaign. For this event to be successful, it requires heavy sales involvement. They need to buy-off on the concept, send invites to the right people from key accounts in a timely manner, and attend the event. Here’s where we get into some trouble. Did sales send the invites on time? If they sent an email, was it a good email? How did the event really go? Marketing needs sales to take action, but it becomes a manual task to ensure key activities happen. If you’re lucky, your company has a star field marketer that personally follows up with sales to check on progress, but that approach won’t scale long-term. You need buy-in from sales at ALL critical stages including less sexy stuff like sending invites. To get that buy-in, marketers need to make it easy for sales – and without orchestration that is often not the case.

Here’s another marketing scenario: your team has aggressive goals around creating pipeline. They run effective programs that generate MQLs or MQAs, and those engaged people Go to the full article.

Source:: Business2Community

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