You can ask almost anyone what the key is to a strong relationship, and they’ll likely tell you it’s a combination of communication, compromise and a bit of work. However, recent findings suggest that the relationship between marketing, sales and the buyer’s journey may have hit a rough patch.

1. Irreconcilable Differ e nces?
You can ask almost anyone what the key is to a strong relationship, and they’ll likely tell you it’s
a combination of communication, compromise and a bit of work. However, recent findings
suggest that the relationship between marketing, sales and the buyer’s journey may have hit
a rough patch.
We Can Work It Out — Or Can We?
Compromise is key.
However, 64% of organizations admit to not adapting
very well to changes within
the sales cycle.
of executives say they aren’t
very well aligned to the
buyer’s journey. They have
the right tools, but hardly
anyone uses them.
Driving a Hard Bargain.
Marketing and sales need
to work on the give and
take of their relationship.
An additonal 27% said
they adapt “well enough”
to changes in the sales
cycle, but this isn’t enough.
Meeting in the Middle.
Aligning “well enough”,
as an additional 34% of
respondents said, may do
the job in the short-term,
but for a successful
long-term relationship,
executives need to put
in the work, use their
tools and align with the
buyer’s journey.
Communication Breakdown.
The second greatest point of failure
was with “The Process” (21%),
of organizations fail at the
where sales does not have the
beginning of the selling cycle,
tools/information to align with the
due to nurtured leads being poorly buyer, open the lines of communihanded off from marketing to sales. cation and move the deal forward.
Failure to launch?