It is better to train ten people than to do the work of ten people. But it is harder. --Moody
Here's an interesting decision. The VP of Marketing at Robin's company passed responsibility for promotional support directly to the salespeople, re-allocating the entire lead-generation budget to the sales channel. Each sales group had a budget for programs in its territory, allocated at roughly $4,000 per year per sales rep.
A director of one sales territory went around the room and asked each sales rep how he planned to spend the $4,000. One said, "I plan to exhibit at the biggest conference in my territory." Another hoped to run a full-page ad in an industry publication. Another decided to create his own web site.
Robin thought, "Are you kidding me?" Apparently, her salespeople have no idea what promotional marketing costs. A $4,000 budget won't pay for a booth--much less get it into a show. What kind of ad can you place for $4,000? Salespeople are truly shocked to learn the cost of all the printed materials they so casually throw away.
Yes, product managers and product marketing managers should help sales people but not one at a time; marketing is about helping all sales people. Instead of each sales person being responsible for marketing in their territory, as in this case, the marketing department should be helping them all with cohesive programs across all territories. One web site, speaking engagements in the right venues, sales tools and customer collateral targeted to the buyer personas, ebooks leveraging the company's distinctive competence... with one common theme in all programs.
Instead of helping sales people individually, product managers and product marketing managers should be helping them collectively.
What can you do today to help your sales channels connect better with buyers?
