Industrial Sales and Marketing – Chicken vs. Egg? [Video]

When we talk about sales and marketing for industrial manufacturers, what’s more important?

That’s not even close. You have to go with sales. For long sales-cycle, complex, big-ticket industrial sales, you need superb sales reps who can reach decision makers, create projects, sell consultative, and close deals.

Marketing can help them, but marketing can’t do it alone.

So if it’s an either/or choice, industrial sales is the one to pick.

But that’s an absurd and artificial choice.

Today’s market is different than it used to be. Buying journeys are long. Buying teams are large. Risk aversion is high. Buyers are 70% of the way through their buying journey before they want to talk to a sales rep.

So marketing has to do part of the selling.

The challenge is that many industrial manufacturers approach revenue growth with the following assumptions.
1. Sales it pretty good. The team and approach has worked for years so it must be.
2. We need to try some marketing tactics

When they take that approach they often find that they can create leads but they don’t sell. Then they have to stop to try to evaluate. Are the leads poor? Can the sales team sell?

It’s much more efficient to take the following approach.

Assume that you can improve the sales team – even if it’s 10%.
Assume that you need to understand buyers better – not your products, but their businesses.
Refine the company growth strategy.

Those three steps should underlie any revenue growth effort.

That’s what I offer middle-market industrial manufacturers in my 90-day revenue growth sprint following my Overall Revenue Effectiveness™ Framework.

Learn more here – https://www.edmarshconsulting.com/overall-revenue-effectiveness-to-help-manufacturers-improve-sales

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