While there has been plenty of discussion around how marketing and sales teams should play well together, the onus on brand owners to proactively support people in the field seems to have attracted less attention. Customers, of course, make no distinctions between which parts of the organization they are dealing with at any one time. In that sense, brand is sales: a brand is only as good as its ability to attract, convert and retain fickle buyers.
So, could brand managers be doing more to help sales and frontline teams? Here are four ways that these historically distinct teams can get more done together.
1. Build a brand that people want to meet. Salespeople are going to struggle to get appointments if they represent a brand no-one wants to know. Likeability is absolutely a brand responsibility. By creating a brand that is insightful, honed, intriguing and trusted, brand teams can directly help open the door for sales. The more inclined buyers are to want to know more, the more likely they are, obviously, to take a call or a meeting, ask for a demo or search a site. The real power of perception lies in what it enables, and brand owners should be judging their effectiveness on that basis. The responsibility for brand people couldn’t be more clear-cut: build an interesting brand that is a pleasure to sell and represent.
2. Create environments where people come to you. So often, marketers expect sales teams to be the bridgers and closers. They expect them to take what has been prepared out into the world and to bring back new business. That’s a very one-sided view of marketing – because, in reality, brand owners should be intimately involved in the development of communications campaigns and branded environments, online and off-, that invite customers in and make them feel welcome. The role of sales is to drive and close decisions in favor of the brand. The role of brand is to help those decisions feel valuable.
3. Weave the brand through everything you do. The brand and what it represents should be the benchmark for all customer-facing behavior, and sales teams are no exception to this. But if the things they are rewarded for are off-skew with the brand’s values and priorities, then brand and sales will continually be at odds. For that reason, be very careful that what you encourage, recognize and incentivize in your sales team is in keeping with who you say you are and what you say you prioritize. Compassionate brands don’t reward greed. Exciting brands don’t accept complacency. Innovative brands want more on their frontline than order takers. Too many companies have sales cultures, marketing cultures and corporate cultures that are conflicted. Each carries an impression of what the brand is and what the brand encourages into their work and out into the world. As a result, brand encounters can be confusing, even contradictory, for buyers making decisions across different channels. No brand should be confusing. It dissipates meaning and energy. Getting everyone to understand the brand and to apply it specifically to what is required of them takes investment, time and clarity. Money well spent.