Post by account_disabled on Nov 26, 2023 14:25:37 GMT 5.5
Questions for sales qualification The solution to the MQL battle Reach out to your sales colleagues and talk about how you can establish processes, regular meetings, and other means to listen to and learn from each other. The sales department can teach the marketing department a lot. For example, what happens in calls with MQLs? What objections does the sales team run into again and again? What content is mentioned in the calls? On the other hand, the sales department can learn from its colleagues in the marketing department. What content does the marketing department offer and why? How have you modified the segmentation and how does the sales department see it on calls? What content is consumed most in operations that are successfully closed? Once sales and marketing know each other better, they can make informed decisions that help both teams win.
Once there is a mutual understanding, teams can start having photo retouching conversations about important decisions that can have a big impact on the pipeline Should we focus on capturing MQLs or should we open up content to drive demand? Should we define an MQL differently than we currently do? How can we support asynchronous buying and get prospects to SQL or Sales Qualified Opportunity SQO status before engaging sales? This is a much more productive line of questioning than Why have you sent me so many junk leads this month. Successfully execute ABM actions.
The final alignment challenge in this series is the challenge of successfully executing ABM plays with misaligned teams. After all, you can't! All of the problem areas described above – poor handoffs, disparate systems, inconsistent data, and the struggle for MQLs – prevent an organization from successfully executing ABM plays , especially at scale. Why is it so difficult to achieve ABM goals when sales and marketing don't talk? It's because ABM requires that you not only be aligned on a single MQL or SQL definition - you have to define an entire buying committee.
Once there is a mutual understanding, teams can start having photo retouching conversations about important decisions that can have a big impact on the pipeline Should we focus on capturing MQLs or should we open up content to drive demand? Should we define an MQL differently than we currently do? How can we support asynchronous buying and get prospects to SQL or Sales Qualified Opportunity SQO status before engaging sales? This is a much more productive line of questioning than Why have you sent me so many junk leads this month. Successfully execute ABM actions.
The final alignment challenge in this series is the challenge of successfully executing ABM plays with misaligned teams. After all, you can't! All of the problem areas described above – poor handoffs, disparate systems, inconsistent data, and the struggle for MQLs – prevent an organization from successfully executing ABM plays , especially at scale. Why is it so difficult to achieve ABM goals when sales and marketing don't talk? It's because ABM requires that you not only be aligned on a single MQL or SQL definition - you have to define an entire buying committee.