Are you scaling the right buyer experiences?

November 28, 2018

Are you scaling the right buyer experiences?

Too many B2B buyer journeys are broken. Prospects respond to marketing offers and find themselves talking to sales reps who know nothing about the promotions they were promised. A customer who downloads interesting-looking content from a supplier has to field weeks of emails and calls from sales reps asking them to sign up to a service they already use. All the time, vital B2B audiences are bombarded with automated marketing emails and cold calls from sales that bear no relation to what they’re focusing on – or how they’ve interacted with that supplier in the past.

At a time when consumer-centric businesses like Netflix and Amazon are delivering predictive, relevant and highly personalised experiences from the start, decision-makers have little patience for being treated like just another lead to fill a quota. Sales and marketing leaders know that a lack of alignment is costing them dearly. Over 60% of sales and marketing professionals say that it’s damaging the financial performance of their business.¹

Automating a bad experience leads to alienation at scale”

Too often, marketing and sales are working in parallel rather than in a co-ordinated way. They consult different data sets, describe the buyer journey in different terms (is it a pipeline or a funnel?), and look at their prospects through different lenses. It’s no wonder that the experiences the two teams deliver are often disjointed and frustrating. Sales and marketing automation can’t solve the problem alone because automating a bad experience simply leads to alienation at scale.

Without a unified view of the buyer journey you could be optimising around bad customer experiences"

Separate views of the buyer journey mean sales and marketing don’t recognise bad customer experiences when they happen. They may even be optimising around them. The buyer who ends up frustrated when trying to follow up on a marketing offer still gets counted as a Marketing Qualified Lead (MQL) and a contribution towards targets for the quarter. That same buyer stays in the sales nurture pot despite a bad experience and incessant follow-ups having convinced them never to use that company as a supplier.

Make sure the experiences that sales and marketing deliver are experiences you want to be known for. On LinkedIn, businesses are using high-quality data, a shared view of the buyer journey, and unified sales and marketing tools, to deliver buying experiences so good that customers can’t imagine them any other way. Turn the page to find out how.

When marketing and sales teams get it right, they deliver the seamless journeys that buyers expect from their favourite consumer brands – and this has a dramatic impact on revenues and business growth. Tightly aligned sales and marketing organisations increase marketing-generated revenues by 208%, grow their revenues 24% faster and increase customer retention by 36%.²

LinkedIn is where marketing and sales can build a shared understanding of their audience and act on that understanding with tools for every stage of the buyer journey. Here’s how:

¹Source: LinkedIn Global Research
²Source: Wheelhouse Advisors
³Source: LinkedIn data
4Source: LinkedIn pilot programme (20% was the response rate achieved)
5Source: LinkedIn data