Workshop SMarketing - Marketing & Sales combined

Why is this actually "an issue"? And why is it actually "no longer an issue"? That depends entirely on where you are in the digitalization of your customer relationship processes. In principle, when marketing and sales act together, they make an unbeatable team!

Do you want to step onto the digital marketing and sales strategy trend? If so, there are a number of things to keep in mind when it comes to coordination and collaboration between these two market-processing departments.

That is because when you digitalize your customer relationship processes, the responsibilities and roles in this relationship also change. While marketing deals with 1:N communication and sales handles 1:1 communication and individual demand management, in recent years the pitch has become a mixture of both disciplines. Why, really?

Nowadays in B2B, 80% of your prospects and customers use all digital channels to find out about the issues that are driving them. Search engine queries, search engine marketing, display marketing, social media posts, email marketing, video marketing, blogs, forums, how-tos, 3rd party lead generation platforms, webinars, digital sales force (i.e. your website), chat bots, communication automation, and all the old familiar offline formats like events, specialized press, direct mail, etc. And they find answers! What answers do you provide in this research and selection process?

Step by step to the new sales and customer relationship process

If you are reading this, you are probably looking for answers. At its core is the question of organizational collaboration, the self-understanding of departmental or cross-departmental objectives, and the will to understand and implement this new paradigm. Sales has personal, relationship-building capabilities that marketing cannot cover. And marketing has reach and content tools that sales does not have in their entirety. It's about vocabulary alignment, common understanding of goals in funnel control, technological control processes, and the awareness that 1+1=3! However, it cannot be denied that SMarketing should not be included in strategic considerations until marketing has already generated a valid and continuous lead data base.

Our approach

  • Synchronization, goal and understanding: Alignment of business goals between management, marketing and sales in relation to marketable products, solutions and services.
  • Breaking down business goals into market strategy measures: Campaign-driven measures and development and expansion measures of the theme, industry portfolio, buying center segments.

  • Defining and establishing contributions to funnel goals through brand, lead generation, account-based marketing measures, among others.
  • Splitting fundamental market development tactics from dedicated common market development measures.
  • Orchestrating the measures at organizational performance level.

  • Establishment of concrete dedicated measures to achieve the aforementioned fields of action.
  • Jointly designing the acquisition process of prospects and building conversion structures to convert them into qualified leads.
  • Building the lead to opportunity to deal process
  • Strategy development for the transformation of simple customer relationships into a fan or promoter culture.
Together, we develop and structure your campaign measures in such a way that all relevant dimensions are incorporated across departments and that you can be sure when launching the measures that all market-processing departments are working in the same direction, that the relevant buy-in is in place and that funnel management is working.

  • Align technical terms and define overlapping terms with clear common definitions.
  • Create agreed definitions for funnel management, channel measures, marketing and sales metrics, and sales process terms.
  • Together we specify and define the necessary core terms.

Creating Funnel Transparency - Probably the biggest challenge in establishing an SMarketing organization is setting up joint reporting and controlling of the joint measures of marketing and sales. We bring transparency to the funnel stages and support you in process control, documentation and optimization of internal processes.

  • Building a common understanding of each other's needs and identifying mutual process dependencies.
  • Breaking down formerly learned departmental boundaries and creating common exchange formats.
  • Defining, delineating and documenting process responsibilities.
  • Bringing interfaces together on a human level.

  • Close collaboration and short lines of communication to improve communication and execute rapid and agile change.
  • Create structured meeting formats for alignment and direction of ongoing and future market development efforts at management and operational levels.
  • Consider target achievement parameters and monitor ongoing competitive positioning in various performance areas.
  • Incorporating internal and customer feedback processes for measure and process optimization.



2 1/2 days on-site Result Workshops, followed by day-to-day business


Management, marketing management, sales management


Experienced marketing and CX consultants from All for One Customer Experience


Together, we build a process and control model with a culture change program. This will prepare you for the roll-out of SMarketing in your organization.

Do you have any questions?

We are happy to help you!

Johannes Preiß Senior Director Sales
  • T: