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Asymmetric Sales/Marketing Performance Management
Is your company experiencing declining or flat sales, reduced or no profitability, poorly qualified sales leads or worse---prospects falling through the organizational cracks despite investing in SFA and CRM systems? Is your company's go-to-market culture collaborative, self-organizing and revenue-ownerhip-centric, or is it stovepiped, bureaucratic and under-performing? Are your sales/marketing/business development team members working together in a'special ops' customer/prospect engagement model, or is it late night reruns of "The Blame Game" when your team 'misses the number'or executes poorly? Is your company investing significant resources in marketing and demand creation, but has not seen real results? If you answered yes to any of the above questions, you need to adopt the discipline of asymmetric sales/marketing performance management and start building a culture of revenue execution at your company.
Go-to-market efforts that incorporate asymmetry foster a culture of marketing/sales over-performance based on the core process values of traditional high technology bootstrapped entrepreneurism. In many companies, these core process values (self-suffiency, internal candor, dynamic self-organizing, revenue ownership) were eroded during the bubble period when many artificial 'new economy' business models justified a climate of poor sales/marketing execution. Smart companies in today's uncertain markets build 'Culture Management Systems' as the first step to enabling asymmetric sales/marketing performance management.
A performance-driving asymmetric Culture Management System (CMS) incorporates 4 key components:
1. A 'Culture Gap' Assessment that documents the state of collaboration inside your marketing 'community' (sales, marketing, business development). In many companies, the interaction between marketing and sales is a key indicator of under-performance and reveals the ways in which the informal 'culture' of the company is defeating the formal performance objectives of the company.
2. A Marketing Community System based on social software (weblogs, message boards, unstructured content management) that fosters 'get real' dialog inside the marketing community in order to unite the whole marketing community (sales, product marketing, marketing programs, business development, customer service) around leadership's performance agenda.
3. A Web Conferencing System (MS PlaceWare, Webex, etc.) used for the management of internal go-to-market program launches that serve as 'dress rehearsals' or 'war games' and drive the creation of cross-silo, cross-geography 'special ops' team selling models that work well in uncertain markets. Special ops team selling market-tested internally provides the basis for momentum externally.
4. A Compensation Model that incentivizes revenue 'ownership' by every member of the sales and marketing community and that can be used to reward special ops team selling initiatives launched by cross-silo teams. Asymmetric compensation models re-inforce a culture of market execution. The wrong compensation models simply re-inforce your non-performing silos and drive performance issues underground into the informal culture of the company.
Click here to learn more about The Culture of Asymmetric Marketing, or to arrange for an assessment of the current state of your sales/marketing performance and operating culture, contact us today at info@asymmetri.com.
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