The age-old struggle for alignment between marketing and sales is a well-worn path. Marketing creates fantastic content and engaging campaigns but sales don’t use or support the initiatives. Sales feels relevant sales enablement resources are lacking, while marketing struggles to understand their needs. This disconnect hinders revenue growth; and this is the key point, we’re all in it together, and creates a frustrating experience for everyone involved.

The answer lies in a powerful combination: agile marketing, a robust sales enablement strategy, and the strategic integration of Revenue Operations (RevOps). RevOps takes a holistic approach, aligning sales, marketing, and customer success teams across the entire customer lifecycle.

Building the foundation: communication & alignment

It all starts with open communication and clear alignment. Here’s what you need to establish a solid foundation through RevOps:

• Shared objectives & metrics (OKRs/KPIs):RevOps facilitates the creation of common goals for marketing and sales, ensuring both teams understand and work towards the same business and revenue objectives. This fosters collaboration and a sense of shared responsibility.

• Cross-functional collaboration:Talk to your sales colleagues, create trust and a closed feedback loop so you can continually improve things, together. RevOps ensures all departments are working together towards a common goal. This includes marketing, sales, customer service, and product development. By breaking down silos and encouraging communication between departments, RevOps can help to create a more cohesive and efficient organisation.

• Change enablement communications:Establishing a robust internal communication strategy is essential to ensure employees will engage with changes within the organisations, ensuring anything from the introduction of new technology to a change in strategic direction, is successfully and sustainably implemented.

• Consistent communication:Use internal channels (Teams, email, sales meetings) for short, regular updates. Organise events, virtual or actual, where you can mix and mingle and have open dialogue. Highlight content releases, showcase its value, and keep all teams informed on progress towards shared goals. 

• Data-driven decisions:RevOps champions data-driven decision making. Analyse content performance with marketing automation tools to see what resonates with buyers. Use this data to refine messages and content formats in collaboration with both sales and marketing teams.

Empowering your sales force: The sales enablement arsenal

Agile marketing allows you to adapt and create content that directly addresses sales needs. Here are some key weapons in your sales enablement arsenal:

• Competitor battlecards: create one-page summaries that compare your offering against competitors. This empowers sales to confidently address customer concerns and is readily available to sales reps through the CRM or a centralised content library.
• Content for buyer roadblocks: Collaborate with sales to identify specific barriers in the sales process and validate through customer feedback. Create content (videos, infographics, interactive tools) that tackles these issues head-on (e.g., how your product streamlines ERP implementation).
• Customer advocacy & case studies: Showcase success stories and customer insights. Develop short-form content for emails highlighting the importance of specific topics to your audience, the benefits of working with you, and quantifiable ROI.

Feedback loops: Continuous improvement for sales success

Don’t let content become a one-way street. Utilise feedback loops to gather insights and improve the effectiveness of your sales enablement efforts. Here are a few ways to do this:

• Post-demo surveys: Design and deploy post-demo surveys to capture feedback from prospects. This feedback helps understand if the demo addressed their needs and what additional information they require. Sales reps can then use this information for further engagement.
• Seller kits: Create pre-made social media posts, messaging templates for outreach, and CRM snippets for easy content integration in the sales workflows. These seller kits ensure consistency and empower sales reps to leverage effective sales enablement content.

Personalisation & nurturing: Tailoring the buyer journey

For high-value accounts, go beyond generic content. Implement Account-Based Marketing (ABM) strategies:

• Personalised Web Pages: Create landing pages with the prospect’s branding or logo and highlight relevant client success stories in reports or ebooks. This personalisation fosters a stronger connection with the prospect.
• Nurture Flows: Develop multi-channel nurture campaigns with at least seven touchpoints to stay top-of-mind and guide prospects through the buyer journey. Ensure accurate CRM data for effective nurturing and automate much of the nurture process. Regularly review and optimise nurture flows with marketing to maximise their impact.

Optimising personas & filling buyer journey gaps

Analyse your buyer journey to identify areas of underperformance in volume, velocity, and deal value. Here’s how to optimise:

• Refine buyer personas: Conduct market research and analyse customer data to ensure your buyer personas are accurate and address the specific needs and challenges of your ideal customers.
• Test & nudge: Experiment with different marketing tactics (e.g., email campaigns, social media efforts) to see how they impact prospect conversion.

Embrace experimentation: Start small and utilise an agile approach. Test different strategies and continuously iterate based on data and feedback. These article on experimentation in marketing and the experimentation framework offers valuable insights on building your experimentation strategy .

Tailoring the approach: Recognising team variations

Acknowledge that different teams may have varying needs in terms of content consumption and support:

• Less experienced sales reps: May require more social selling support and easy-to-use digital tools. Create targeted training modules and readily accessible social media content templates.
• Experienced sales leaders : May benefit more from ABM-focused content and strategies. Ensure they have the right tools and resources for personalised outreach to high-value accounts.

Conduct surveys, focus groups, or interviews regularly and during any discovery phase for campaigns to understand your sales team’s maturity and capabilities. Collaborate with existing sales operations initiatives (e.g., regular sales force surveys) to gather valuable data. Streamline these processes and ensure insights are shared effectively with both marketing and sales teams.

An empowered and united team

By adopting an agile marketing approach, building a robust sales enablement strategy, and leveraging the power of RevOps, you can transform the relationship between your marketing and sales teams.

This fosters collaboration, empowers sales to close deals more effectively, and ultimately drives revenue growth. Remember, it’s not about creating content or campaigns in a silo; it’s about creating a collaborative and aligned approach where marketing, sales, customer success, product and other revenue generating teams work together in perfect harmony to achieve a common goal: exceptional customer experiences and sustainable business growth.

Much debate continues in the B2B world around the value of brand marketing. While some organisations believe you should invest in it, the results are more challenging to quantify than demand generation campaigns, which deliver leads for products and services.  

According to a study by BCG*, 99% of B2B marketers agree that trust in their brand is essential. Yet of the companies studied, 44% allocate less than a third of their budget to brand marketing. Reasons for low investment include key stakeholders not seeing the impact and the inability to measure the value. 

*Source: 2021 BCG B2B Brand Marketing Study  

However, in the same study, when companies were segmented based on their marketing and brand maturity, a correlation was found that indicates that increased marketing maturity leads to higher returns on brand marketing spend.  

The bottom line is that B2B companies that underinvest in brand marketing or invest without a strategic plan are selling themselves short. 

This leads us to the question of how can they develop their marketing maturity? 

The main challenge the organisations face is looking at marketing spending from a long-term perspective. Creating a long-lasting impact in people’s minds is beyond logos and taglines; it’s about regular conversations with them, building trust and then delivering on their promise.   

Brand marketing involves crafting a cohesive brand identity and messaging strategy to promote the brand through various channels like advertising, content marketing, and public relations. However, for the ecosystem to function effectively, brand marketing must be complemented by high-quality products/services and employee satisfaction. These elements contribute to positive brand experiences, fostering customer loyalty and advocacy. This holistic approach strengthens the brand’s reputation, enhances customer trust, and ultimately drives business success. 

Regardless of the budget allocated, many organisations still grapple with prioritising short-term or incomplete metrics, leading to uncertainty about the true impact of their marketing efforts. As a result, they may question the effectiveness of their strategies or allocate resources ineffectively, hindering their ability to achieve desired outcomes. 

To solve this, we recommend organisations look at the Balanced Scorecard. It provides a useful tool for translating strategy into measures to communicate a company’s vision. Harvard Business Ideas voted it the most influential idea ever presented. 

The Balanced Scorecard.

Developed by Dr. Robert Kaplan of Harvard University and Dr. David Norton, the Balanced Scorecard revolutionised organisational performance measurement. Traditionally, companies focused solely on short-term financial metrics, but the Balanced Scorecard introduced non-financial strategic measures for a more holistic view. Kaplan and Norton’s approach, detailed in various publications, emphasises the importance of balancing financial indicators with measures of long-term success. They argue that while financial metrics reflect past performance, a comprehensive approach is needed to guide future value creation in the information age, prioritising investments in customers, suppliers, employees, processes, technology, and innovation. 

It starts with four perspectives, i.e. financial, customer-centric, internal processes, and organisational capacity. It asks the organisations to define their goals across these aspects, plan a strategy to achieve them, and then determine the metrics to measure the success.  

If your company also focuses on or values another perspective, it must be included in the scorecard.  

It sounds simple and intuitive. However, the most critical aspect is establishing a relationship among all these. For example, you need to invest in your internal processes to deliver a quality product or service to your customers and enable you to achieve financial performance. This allows you to define your goals and plan your actions according to them, and then it’s essential to pick the metrics based on these goals and actions.  

Let’s take an example of Company A and see how it can use the Balanced Scorecard to achieve its goals: 

These metrics provide a comprehensive view of the SaaS provider’s performance. A strong financial performance, driven by ARR growth and healthy CLV, reflects effective marketing strategies in acquiring and retaining customers. Positive customer metrics, such as high NPS and CLV, demonstrate the brand’s ability to deliver value and build loyalty. 

Efficient internal processes ensure that marketing efforts are optimised for maximum impact while investing in learning and growth opportunities for employees, which fosters innovation and keeps the brand competitive. Moreover, by monitoring marketing-specific metrics, the SaaS provider can gauge the effectiveness of marketing campaigns, optimise resource allocation, and enhance brand awareness and visibility in the market. This integrated approach ensures that marketing initiatives contribute to financial success and strengthen the brand’s reputation and market position over time. 

In conclusion, as B2B companies navigate the evolving marketing landscape, embracing the Balanced Scorecard offers a strategic compass for long-term success, enabling them to build enduring brand value through consistent, trust-building conversations with their audience. 

In today’s dynamic business landscape, the ability to adapt and evolve is paramount. This agility extends far beyond product development and market strategy – it’s crucial for your internal communication too. As a communications expert, I see countless businesses struggle with the inertia of traditional communication plans. Let’s explore why agile communication is the secret weapon for driving successful change within your organisation. 

The high cost of communication silos 

Imagine this scenario: you unveil a ground-breaking new strategy, complete with detailed reports and presentations. Yet, weeks later, you find pockets of your workforce still operating under the old model. This disconnect, the result of a rigid communication approach, can be incredibly costly. 

Studies show a direct correlation between poor communication and decreased productivity, employee disengagement, and even higher turnover. When employees are left in the dark about changes, they become anxious, disengaged, and ultimately, less effective. 

Building a strategic communication plan for agility 

So, how do we break the cycle? The answer lies in a strategic communication plan that prioritises agility. Here are some key elements: 

• Clearly define Your “Why”: Before launching into “how” the change will work, establish a compelling narrative about the “why.” Why is this change necessary? How will it benefit the company and its employees? Frame the change as an exciting opportunity for growth and development. 
• Tailored messaging: One-size-fits-all communication doesn’t cut it. Segment your audience and tailor messages to resonate with different teams or departments. Consider their concerns and information needs. 
• Multiple channels: Don’t rely solely on email blasts or company town halls. Leverage a multi-channel approach that includes video messages, internal social platforms, and targeted Q&A sessions. 
• Embrace transparency and honesty: Be upfront about challenges and potential roadblocks. This fosters trust and encourages open communication from employees. 

Making your communication land and drive change 

Agility isn’t just about the tools – it’s about the mindset. Here’s how to ensure your communication lands with employees and drives the change you need: 

• Two-way street: Communication is a two-way street. Encourage feedback from employees through surveys, focus groups, and open forums. Actively listen to their concerns, address them and adapt where possible. 
• Emphasise What’s In It For Them (WIIFM): People are naturally resistant to change if they don’t see the personal benefit. Highlight how the change will directly impact them – will it open new career paths, improve work-life balance, or streamline processes? 
• Leadership visibility: Seeing senior leadership actively champion the change is crucial. Regular updates and “on the ground” engagement demonstrate commitment and inspire confidence. 

Measuring & showing value in agile communication 

Communication isn’t just about sending messages – it’s about driving results. Here’s how to measure the impact of your agile communication strategy: 

• Track employee sentiment: Regular surveys and pulse checks can reveal employee attitudes towards the change and the effectiveness of your communication efforts. 
• Monitor KPIs: Align communication goals with key performance indicators (KPIs). Are you seeing increased adoption of new processes? Are engagement metrics improving?
• Showcase success stories: Highlight examples of employees or teams who have embraced the change and achieved positive results. This motivates others and reinforces the value of the change. 

Real-world example of communication driving change 

Think communication is an afterthought? Think again. Here’s a real-world example of how effective communication has been a key driver of successful change: 

Monzo, a UK-based digital bank known for its innovative app and focus on customer experience, faced a challenge in 2021. As they matured from a disruptive startup to a more established financial institution, they needed to adapt their internal culture to maintain their core values and agility. 

How Monzo used agile communication to navigate their internal cultural shift: 

• Focus on transparency and open dialogue: Monzo leadership, led by CEO TS Anil, emphasized open communication. This included regular town halls, “Ask Me Anything” sessions with senior leadership, and an active internal forum where employees could discuss concerns and provide feedback. 
• Data-driven communication of goals: Monzo presented clear data on market trends, customer needs, and the evolving competitive landscape. This data-driven approach helped employees understand the rationale behind the cultural shift and its importance for the bank’s long-term success. 
• Redefining the “Challenger Bank” spirit: Monzo recognized the importance of retaining the core values that propelled their initial success. They communicated a redefined vision of their “challenger bank” spirit, emphasizing innovation, customer-centricity, and a commitment to a positive work environment, even as they scaled their operations. 
• Upskilling and reskilling programmes: Monzo invested in training programs to equip employees with the skills needed to thrive within the evolving culture. This demonstrated the company’s commitment to its workforce and addressed potential anxieties about the changing landscape. 
• Pulse surveys and focus groups: Monzo conducted regular pulse surveys and focus groups to gauge employee sentiment and identify areas where communication could be improved. This allowed them to refine their messaging and ensure their communication strategy was effectively addressing employee concerns. 

The results of Monzo’s agile communication approach were positive. Employee morale remained high despite the cultural shift, and the company successfully retained its core values while adapting to its new market position. This example demonstrates the importance of open dialogue, data-driven communication, and a focus on employee well-being during critical internal cultural changes within a B2B tech company. 

From strategy to action 

In conclusion, agile communication is not just a buzzword – it’s a strategic imperative for driving positive change within your organisation. By proactively crafting a well-considered internal communication strategy which embraces a multi-channel, transparent, and employee-centric approach, you can ensure your communication lands, inspires action, and propels your business towards successful and effective change. 

Want to learn more? 

Join us for our webinar on:  

Effective and agile communication in leading organisational change webinar
on Tues 30th April at 12pm BST  

The session will include a panel of communication experts, who’ll be exploring the role of agile internal communications in driving successful change within organisations. 

In the session, designed for B2B leaders involved in change programmes, we’ll be covering… 

• Linking effective change communication to business success  
• The cost of communication failures  
• Developing an agile strategic communication plan  
• How to ensure communications land with employees and drive the change needed  
• Measuring & demonstrating value  
• Examples of where communication has or is driving change 

This promises to be a really informative session with plenty of practical takeaways that will help you drive the change you need to achieve your business goals. 

Click here to sign up via LinkedIn 

Times are tough, changeable and high pressured for most senior B2B marketers and CMOs. Aligning to business goals and demonstrably driving business growth is more important than ever.  

Over the last few years working with senior marketers to deliver greater marketing effectiveness and agility I’ve learnt about and applied the ideas of Revenue Operations (RevOps) with the principles of agile marketing. Agile marketing, the foundation of Bright’s ethos to help marketers demonstrate value through delivering great work; champions adaptability, customer centricity, and efficient collaboration. The introduction of RevOps expands these benefits across all revenue-generating functions, through improved alignment, efficiencies and effectiveness, and quantifiable growth against shared goals. 

Before diving into the relationship between agile marketing and RevOps, I’ve identified common indicators that signal the need for a RevOps framework in B2B organisations: 

1. Misalignment between revenue generating functions:
   – including Sales, Marketing, Partner & Alliances, Product and Customer Success: Operating in silos indicates the need for the unified strategy that RevOps provides 
2. Inefficient use of data:
   If leveraging data across customer touchpoints is challenging, RevOps’ integrated data analytics approach offer a cohesive view for informed decision-making 
3. Inconsistent customer experiences:
   Disparate customer experiences suggest a coordination gap, which RevOps addresses by harmonising interactions 
4. Operational inefficiencies:
   Manual processes or redundancy point towards the process automation and efficiency enhancements facilitated by RevOps 
5. Difficulty in measuring Marketing ROI:
   The inability to directly link marketing efforts to revenue outcomes underscores the need for RevOps’ accountability and clarity. 

Lots of firms have these challenges many of them are perpetuated through the organisational culture, the ways of working as well as team and departmental silos. As I share how the integration of agile marketing principles with RevOps, the emphasis on collaboration with the Chief Revenue Officer (CRO), cross-functional teamwork, and a cultural shift towards alignment and collective goal pursuit becomes increasingly significant. These are critical success factors for marketers committed to making an impactful contribution to revenue growth. 

Collaborate with the CRO 

We all know that a productive partnership between marketing leaders and the CRO is critical for sales and marketing alignment and forms the bedrock of RevOps success. For example, when one of our software client’s CMO and CRO began holding regular strategic sessions, they achieved a unified view of the customer journey, enhancing cross-sell opportunities by 10% within six months. This partnership ensures every initiative is directly linked to revenue, creating a united approach to growth.  

The power of cross-functional collaboration 

Cross-functional collaboration is a key principle of agile marketing and underpins the success of a RevOps approach, reducing and removing (where you can) silos to create greater cross functional collaboration to continually improve the customer experience. An example from our work at Bright is a project with a global HCM software marketing team that focused on improving cross-functional collaboration to improve efficiencies and formed cross functional agile squads/hubs including their sales stakeholders and product Subject Matter Experts (SME), which led to a 20% reduction in lead follow up times and improved conversion rates by >5%. This collaborative approach and culture ensure all departments are working towards common business goals.  

Cultivating a culture of alignment and collective goals 

RevOps necessitates a shift towards an alignment and collective goal pursuit are prioritised. Everyone moves in sync and are focused on KPI and OKR that are shared and aligned to the business goals. A Bright client – a continual improvement product and services firm – implemented agile marketing and activated RevOps to define, agree and set common goals and metrics as well as ensuring there was data & reporting to support this approach. This included the CRO, CMO and CFO as well as cascading across the sales and marketing teams. This culture of alignment enabled the organisation to adapt to changing internal and external market factors effectively and meet strategic objectives with greater cohesion. 

How to get started 

Implementing a RevOps model is a strategic shift that focuses on aligning cross-functional teams and cultivating a culture of shared goals and objectives. For B2B marketing leaders, establishing common goals and KPIs is the first step. This ensures alignment across all teams contributing to revenue generation. 

Quick-start Agile Marketing & RevOPs checklist: 

1. Align on objectives and KPIs:
   Ensure revenue generating teams such as marketing, sales, and customer success teams agree and share common goals
2. Review current processes:
   Identify gaps in collaboration and alignment 
3. Establish regular cross-functional communication:
   Keep all teams informed and engaged
4. Implement shared reporting:
   Use dashboards for transparency and to track collective progress 
5. Pilot small agile marketing projects:
   Demonstrate the benefits of agile marketing and RevOps approaches by starting with manageable initiatives such as a pilot customer acquisition or retention campaign.  

 This approach offers a clear framework for beginning with RevOps, guiding organisations through the early stages of adopting a more aligned and efficient revenue generation strategy. 

Integrating agile marketing principles with a RevOps framework is an effective strategy for not only elevating the role of marketing in revenue generation but creating alignment and strategic focus to propel your businesses forward towards its objectives.