Setting Goals, Measuring Results, and Predicting Revenue Together

Setting Goals, Measuring Results, and Predicting Revenue Together

APRIL 28

36 minutes

If Marketing and Sales aren't driving toward similar end-goals, it's not a matter of 'if' go-to-market alignment will start to suffer, it's a matter of 'when.' Tune in to learn how Marketing and Sales should work together to establish goals that prioritize revenue-driven outcomes.

Speaker Info

Kevin Tate, Chief Revenue Officer at Clearbit In 25 years of helping companies apply data to improve their business, Kevin Tate’s experience spans industries from eCommerce and Social Media to Workforce Productivity and IoT automation. Today, he leads Clearbit’s go-to-market strategy as Chief Revenue Officer.

Kyle Coleman, Group VP of Revenue Growth & Enablement at Clari Kyle is a Sales & Marketing leader with a passion for people development, identifying & solving problems, creating & optimizing processes, and unifying departments across the revenue org. He currently leads sales development, growth marketing, and revenue enablement at Clari.

Key Takeaways

  • More and more companies are making sure Marketing and Sales share the same success criteria, so much so that companies are shifting the org structure to align Marketing and Sales under the same umbrella of leadership.
  • Companies should orient Marketing around the revenue goal so the entire go-to-market team can calculate up the funnel what needs to be accomplished at each stage to realistically hit that goal. Setting shared and joint responsibility over all funnel metrics translates to small improvements at every conversion point down to revenue.
  • Operations teams are instrumental in creating the business models that showcase data in a way that makes it easy to spot opportunities to make changes that positively impact funnel conversion in big ways. If you can measure it, it's useful to measure, and having a strong operations team, that's empowering you with that data.
  • You can think about Ideal Customer Profile (ICP) as a two-way street: it consists of companies that you can 1) create the most value for, and 2) capture value from in a way that meets your go-to-market goals.
  • When it comes to allocating resources and building books, companies should allocate a disproportionate amount toward their ICP. However, ignoring companies that fall just outside of this bullseye means you could be missing companies who still might buy from you, so you need to entertain conversations here but balance the priority and effort accordingly.

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