As I should hope we all know, no department can operate independently and effectively drive revenue, at least not in any sustainable way.
Revenue growth is a matrix of cross-functional responsibility across engineering, finance, operations, sales, marketing, customer success and others. All parties across the enterprise have a hand in driving and building revenue. As the rest of these key functions and stakeholders play their part in the equation, sales and marketing specifically must work closely together — jointly, really — to drive revenue.
Legacy metrics don’t tell the whole story
The problem is that it’s easy to benchmark and measure sales performance with traditional higher-level and revenue-based KPIs. The difficulty and tension comes with the fact that marketing has traditionally been measured on different KPIs. They are measured on legacy micro-level KPIs like lead conversion.
[Read the full article on MarTech Today.]
Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.
About The Author
Sonjoy is the SVP, Product Management at Madison Logic, with over 25 years as a veteran product management executive. With extensive experience in the media, financial and professional services industries, Sonjoy came from Deloitte in their Strategy, Brand & Innovation division, managing the definition and execution of new product strategies to identify and cultivate new ways the firm’s practices and its clients can adopt new technologies to create innovative, market leading solutions at scale. Sonjoy attended New York University’s Stern School of Business and spends his off hours with his wife, raising their 2 young children (and still praying for a good night’s sleep, and maybe a good glass of scotch).