文档介绍：Sales and Marketing Alignment A Siebel Systems Case Study
Mark Sekula
Senior Marketing Manager
Agenda
Siebel Marketing History
Sales and Marketing Alignment at Siebel
Objectives anizational Alignment
Process Alignment
Metrics
The Results
Keys to ess
2
Siebel Marketing History
Siebel Systems Marketing History
Innovators
Early
Adopters
Early
Majority
Late
Majority
Laggards
1995 – 2001
Focus: Creating the CRM Market & Building our Brand
Activities: Advertising, Public Relations, Tradeshow, Analysts
Metrics: Impressions, Press Mentions, Attendees
2002 - 2003
Add’l Focus: Creating Demand & Accelerating Deal Closure
Activities: Direct Marketing, Seminars, Workshops
Metrics: # Leads, Sources, Touches, Cost Per Opportunity
CRM
4
Sales & Marketing Alignment at Siebel
Conflicting Dynamics Between Sales and Marketing
Sales’ Perception
Not enough leads to meet revenue targets
Too many unqualified leads
By the time we get a lead, it is stale
I need leads to meet this quarter’s target – not next quarter’s
Why can’t marketing do a better job?
Marketing’s Perception
No follow-up on the leads we generate
No feedback from sales on what’s working
We emailed the new leads…what happened?
Sales needs to develop the leads not just take orders
Why can’t sales do a better job?
6
Marketing and Sales Alignment @ Siebel
Objectives Alignment
Pipeline quota objectives
Cost per discovered opportunity metric
ration of 10 new green field accounts in each region per quarter
Acquire and maintain 30+ accurate and relevant senior contacts in major accounts
Align Corporate Marketing, Product Marketing, Alliances goals in integrated anizational Alignment
Co-location of Field Marketing and Sales personnel in Field Offices
Field Marketing Managers assigned to Regional Sales Managers
Participate in strategic planning sessions and weekly pipeline reviews
Process Alignment
Field Marketing and Sales personnel conduct joint marketing planning process
Timely follow-up on marketing-provi