The business case to merge sales & marketing ops
Columnist Scott Vaughan makes the case for why an 'ops' merger is a beautiful marriage that will delight both your customers and your executive team.
Generating, acquiring, serving and delighting customers has become the ultimate team effort for B2B organizations. This effort doesn’t start or stop with generating a lead or inquiry, nor after acquiring a customer. Renewal, cross-sell and ongoing satisfaction are just as critical to a business’s top and bottom line.
The data, intelligence, processes and technologies required must be synchronized to move at the speed of our customers and the markets we serve. This integrated effort must be always-on. In most organizations, the enabling function is driven by two distinct groups: marketing ops and sales ops. This siloed approach — despite valiant efforts to align these ops’ functions — is holding companies back from maximizing customer and revenue impact.
To more efficiently and effectively serve customers and grow revenue, it’s time to bring together sales and marketing ops into a single function that traverses the entire customer journey and life cycle.
We’re doing this now at Integrate and, after sitting down with hundreds of B2B teams, this discussion is gaining steam. Below are compelling drivers regarding why an “ops” merger is a beautiful marriage that delights both your customers and your executive team.
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