AvayaPrepared and presented by:
Abhimanyu Sharma (1)Chirag Shah (9)Puravansh Sharma (24)Vivek Gupta (32)
Communication Solution and services
Rapid shift to Internet based technologies(IP telephony , video conferencing etc)
Moving from Product Focus to Solution provider(Unified Communication , CEBP)
Presence of both global and regional players. Regional players had stronghold in some local markets.
Absence of one stop solution provider globally- Most players specialized a particular domain.
Cisco – Routers , Avaya – IP Tele etc , Nortel – Enterprise Soln.
Industry Company 2 Business Units:
GCS AGS
Provided 4 GCS IP Telephony Unified Communication Contact Centers CEBP
Leaders in 3 of the 4 GCS.
AGS contracts generally flowed from clients using Avaya Products.
Ambiguous relationship between Sales and Marketing Departments resulting in lost sales with each department blaming the other one.
Problem Identified
Objective Identify the reason of friction between sales and marketing
departments and suggest steps to align the objectives of the two departments.
Marketing & SalesNo Man’s Land
Demand Generation
Silos – What they say:◦ Sales – Quality Leads are less ◦ Marketing – Sales not able to convert.
Definition of “quality leads” is ambiguous. (varying Time Periods). Each department celebrates at convenience.
Incentives are differently aligned. ◦ Marketing – Brand Building , Lead generation ( Least bothered about
quality)◦ Sales – Sales will try to maintain high conversion ratio thereby
deliberately rejecting leads.◦ Leads Conversion Ratio = ( Sales Generated from Leads / Total
Leads )
“Silence” between high volume marketing campaign. Sales might not be able to handle.
No Extra Incentive for New customer acquisition. Around 75% lead by sales team and 75% business from old customer ( coincidence!!)
Sales Team might actually be not giving due attention to leads from Marketing and might choose to pursue on their own.
Spillover of Work which was to be done by marketing to Sales.
Metrics
Marketing
Global OperationsNo. of solicits and response for various
campaigns
Regional Marketing Brand Awareness and Consideration. Revenues and No. of
leads generated.
Global Sales Enablement- Sales Collaterals ,Intelligence and Usage of
EBCs
Impressions
Solicits
Responders
Leads Closed Sales
Pre-Contract
Proposal
Leads
Qualified Leads
Funnels
Marketing Sales
Conflict of InterestMarketing Sales
Input of Funnel Impressions Leads
Output of Funnel Leads Closed Sales
Performance No. of Lead Generated
Conversion of Leads into Closed Sales and
meeting revenue targets
Customer Focus Mostly on acquiring new Customers or
identifying new needs.
Mostly on Existing Customers
Definition of Lead Potential customer of offered
products/services. May or may not buy
Actively looking for products/solutions and most likely to buy in near future
Implications of separate Funnels
• In order to reach the number , poor quality leads provided by marketing.
• In midst of “leads” onslaught , genuine leads could be overlooked by Sales.
• Blame Games. Both departments accusing each other.
• Partial ownership. Marketing not concerned with sales closure and sales not concerned with improving lead quality from marketing.
Objectives: Marketing Vs. Sales
Marketing Sales Create touch points with
customers
Showcase Avaya Products
Create top of mind recall
Generate Leads based on Need Analysis of potential customers
Manage Marketing Channels like: EBCs, Events etc.
Convert leads provided by Marketing
Generate new leads from new or existing customers
Identification of specific client requirements & customizations
Renewal of existing contracts
Joint planning: Reach agreed upon targets for Leads and Revenue
Plan in advance and keep the pipeline filled
Quarterly Monitoring of progress
Marketing Managers to participate in sales calls
Implementation Plan
Campaigns to be run throughout the year
Ownership of accounts(necessary for first time accounts)
Upward and Downward integration of metrics.◦ Conversion of Qualified Leads
Dividing Marketing – Upstream and Downstream
◦ Downstream will engage with sales team and take ownership till closure of the deal.
◦ Upstream – Engage in consumer sensing and product development.
Upstream SalesDownstream
Sales Manager vs Marketing Manager
(Conversion Ratio vs No of Leads Accepted) Sales Manager – Leads were bad. I will push my team to
focus on their own efforts to achieve the quota. Marketing Manager – Sales team did not have the capability
to follow up the leads I provide. Will reach out to higher authorities. Both departments will blame each other.
Possibility of Conflict
Increased responsibility of Marketing. Sales team might not welcome the interference as they felt
that they “owned” several processes in which Marketing dept could not add any value.
Observations:
Only 20% of quota of sales is from leads generated by Marketing. Rest 80% is by sales.
Therefore, Sales might not be giving due attention to leads from Marketing and choose to pursue leads on their own.
Developing New Customers is tougher for Sales Team. No extra incentive for the same. Translates to lack of interest.
Marketing dept does not have control after Marketing to Sales lead transfer process.
Possibility of Gaming the system by sales team. (Skewed Compensation System)
Responsibility of smooth transition process– downstream marketing person.
Sales Marketing Integration in Avaya
Mechanisms
Structure Decentralization(Common Head) , CFTs , Integrator Employees ( Downstream guys )
Process / System
Communication, Job Rotation Integrated Goals and Incentive systems.
Culture People ( Functional Identity)
Moderators
Environment Uncertainty
Customers Bargaining Power/Concentration
Competitors Intense Competition
Industry NPDs
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