Marketing & Sales Process Operations
Once the lead information is collected and distributed, it is then transferred to a marketing and/or sales management department, who will continue to implement lead management practices in pursuit of completion of a sale. Established lead management practices should provide the needed connectivity and accountability between those two operational units, and when managed properly, enhances the effectiveness of both operations.
The architectural relationship is much akin to the order carousel in a short order diner. This carousel is the communication and accountability between the waiter and the cook. Without this simple coordination orders would be lost, prepared incorrectly, or prepared in random order missing the expectations of the customer.
For management teams with a solid foundation in lead management principles, the process should create increased efficiency and accountability between marketing and sales activities. As stated previously, the increasing technological foundation of lead and sales management practices provides a number of "closed loop" data circuits, tracking the overall effectiveness of everything from lead generation, to prioritization, to distribution, to final disposition, and then back again to re-calibrate the process.
For marketing, this portion of the architecture primarily manages the analytics of the lead generation, distribution, and disposition. For sales, the architecture provides a fast, accurate method of distribution, in addition to improved management and accountability processes for sales activity.
Famous quotes containing the words operations, process and/or sales:
“A sociosphere of contact, control, persuasion and dissuasion, of exhibitions of inhibitions in massive or homeopathic doses...: this is obscenity. All structures turned inside out and exhibited, all operations rendered visible. In America this goes all the way from the bewildering network of aerial telephone and electric wires ... to the concrete multiplication of all the bodily functions in the home, the litany of ingredients on the tiniest can of food, the exhibition of income or IQ.”
—Jean Baudrillard (b. 1929)
“Consumer wants can have bizarre, frivolous, or even immoral origins, and an admirable case can still be made for a society that seeks to satisfy them. But the case cannot stand if it is the process of satisfying wants that creates the wants.”
—John Kenneth Galbraith (b. 1908)
“There are no galley-slaves in the royal vessel of divine loveevery man works his oar voluntarily!”
—St. Francis De Sales (15671622)