Smarketing The ability to bring marketing-qualified leads (MQL) and sales-qualified leads (SQL) together through a process that measures, grades and follows up on possible leads for your business.

1. “Smarketing”
The Key to Success in
Your Company
AMIR HASSAN IBRAHIM
PRODUCT MANAGER

2. Bio
 Amir Hassan is a Product Manager with more than 10 years
experience in pharmaceutical field.
 Since 2009, He worked at different cultural organizations as a
medical rep at Holdipharma, Orchidiapharma, as a Professional MR
at Novartis, Senior MR at GSK.
 At 2017, He chose to continue his career in marketing and moved
to Borg as a Product Manager.
 Amir got his MIBA at 2019 from ESLSCA university.
 Also got Sales and Marketing certificate from AASAT (2012-2014).
 Achieved Managing sales team certificate from AASAT at 2014.
 Google certification for Digital marketing fundamentals at 2019.
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3. Issue
87% of the terms sales & marketing use to describe
each other are negative.
SALES
•“simple-minded”
•“incompetent”
•“lazy”
MARKETING
•“arts and crafts”
•“academics”
•“irrelevant”
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5. Smarketing
The process of aligning the sales and marketing teams
around common goals within a business or organization,
focused on improving revenue.
The ability to bring marketing-qualified leads (MQL) and
sales-qualified leads (SQL) together through a process that
measures, grades and follows up on possible leads for your
business.
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6. In one study, organizations that had
an effective sales and marketing
alignment achieved 20% annual
revenue growth!
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7. How do you achieve successful
implementation?
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8. 1. Share the same funnel.
In the marketing and sales funnel, Marketing is responsible
for the top of the funnel (TOFU), while Sales is responsible
for the lowest part (BOFU). The middle of the funnel (MOFU)
is the responsibility of both teams.
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11. 2. Speak the same language and
maintain daily communication
between both teams.
 No problems will ever be resolved in the workplace if no one is aware that something is wrong. The
marketing team could be proactively taking initiatives they believe are smart and successful, but
they may not be working successfully to close the lead. You could take the most up-to-date
approach in your marketing efforts, but if it doesn’t align with your buyer personas’
needs/preference of communication, it’s just wasting of time.
 Clear communication between both teams—using the same terms—is essential in order to speak to
contacts effectively, based on their position in the buyer’s journey. Questions both teams should
answer together include: ‘What do we talk about when we talk about prospect or lead?’ and ‘When
do we consider a lead ready for the sales team to take over?’
 They should also determine who the ideal client or buyer persona is, and understand how the two
departments’ processes relate to each other. Ideally, Sales and Marketing should know exactly
which functions each will perform, with the goal being full integration. Daily, weekly and/or monthly
meetings will make it easier to achieve this by facilitating open communication around new
products, campaigns, etc.
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12. WEEKLY SMARKETING MEETING
Your entire Sales and Marketing teams attend
to get on the same page about:
team successes, product info, persona
education, and SLA evaluation.
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13. MONTHLY MANAGEMENT MEETING
Key managers attend to discuss topics in depth and
resolve issues.
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14. CAMPAIGN COMMUNICATION
Market your campaigns to
your sales team –share the info
they need in order to be
successful.
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15. PRODUCT COMMUNICATION
Share updates about products and
services –arm the sales team with the
details and why customers/prospects
will care.
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16. 3. Both Marketing and Sales must
have visibility of the other's actions,
objectives and progress.
 Business objectives must be independently defined, with both
departments collaborating to achieve them.
 For example, Marketing should know the amount of monthly sales
and where they came from. This will help the team know which of
their lead generation actions are most effective.
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17. 4. Both teams must have the same
organizational goals.
 Get on the same team.
 Align both marketing and sales around
the same goal.
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18. 5. Compensation based on shared
marketing and sales goals.
 Money can be a valuable lever for jumpstarting organizational
alignment
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19. 6. Continual education around
personas.
Alignment around personas helps you solve for those personas
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20. 7. The marketing pipeline should be
tied to sales quotas.
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21. 8. Implement a service level
agreement
A Sales-Marketing SLA defines what each team commits to
accomplishing in order to support the other in reaching the
shared revenue goal(s).
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22. SLAs GO BOTH WAYS
MARKETING
Number and quality of leads required to hit company revenue goals
+
Activities
SALES
Speed and depth of lead follow-up that makes economic sense
+
Implementation
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23. 9. CLOSED-LOOP REPORTING
Completes the feedback loop between Marketing and Sales
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24. Benefits
 For Marketing
•Get up-to-date contact info and status updates
•Learn which marketing programs are working and which aren’t
•Increase Marketing ROI
 For Sales
•Help prioritize leads
•Help make warmer calls
•Increase close rate and Sales ROI
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25. 10. Rely on data.
 Create and share a common dashboard with the reports aligned
with the teams’ goals. Check the dashboard daily and encourage
individuals to fix problems
 Rely on data, not emotions.
 Separate reality from perception
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26. Remember 26

27. “Selling to people who actually want to hear from you is
more effective than interrupting strangers who don’t.”
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28. Question
Is your organization apply Smarketing?
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29. Discussion
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30. Thank you
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