Observations
Marketing and Sales: Who Is in Charge of Account-Based Marketing?
The marketing department sits comfortably in the office, generating creative ideas and content while pouring leads into the sales department. Meanwhile, sales is constantly grumbling that the leads are “wrong,” the clients are “not ready,” and marketing “doesn’t understand anything.” Is this a conflict? Yes, an eternal one. It’s like a dispute between fathers and children: some yearn for the past, while others pin their hopes on technology. But in this battle, the main thing is forgotten: the common goal of the company’s success.
This conflict is especially critical in account-based marketing (ABM). ABM is more than just a marketing campaign or a new sales technique. It is a strategic approach that requires collaboration between marketing and sales. Without collaboration between marketing and sales, ABM is doomed to fail. Imagine building a house: Marketing lays the foundation and Sales raises the walls, but they don’t agree on the plan. The outcome is predictable—ruins.
This article is not about “how things should be done.” Rather, it is an attempt to understand how to integrate marketing and sales in account-based marketing (ABM) to create a “happy family” where everyone respects each other, values their partner’s contributions, and works toward a common goal.
Why Love Is Essential in ABM
Account-Based Marketing requires more than friendship; it requires precise coordination. Imagine if marketing generated leads that were of no interest to sales or created content that did not answer clients’ questions. The result? Wasted resources, money, and missed opportunities.
Synchronizing marketing and sales is vital, not just helpful. When they work together, the sales cycle shortens because marketing “warms up” the interest of target clients and sales promptly responds to their requests. This accelerates deals, increases the average transaction value, and boosts customer loyalty, turning clients into brand advocates. Companies do not waste their budget on ineffective channels, but rather focus on what truly delivers results. Ultimately, the sales team receives high-quality leads, and marketing gains transparency into performance.
In account-based marketing (ABM), marketing and sales are not two separate departments, but rather a single team. Without alignment, ABM becomes a chaotic set of actions that produces no results.
ABM Is a Relay Race: Who Is Responsible for What?
There is no room for ego in ABM. It is a team game where everyone passes the baton. Marketing defines the ideal customer profile (ICP), analyzes the market, and develops content that ignites interest. Its role is not only to attract attention, but also to provide value and answer clients’ questions.
After receiving information from marketing, sales should personalize their communication by turning content into solutions that customers really need. It is essential that salespeople share real cases and customer issues with marketers so they can adjust their strategy.
When each department performs its role and supports the others, account-based marketing (ABM) functions like a well-oiled machine. However, if the departments operate in isolation, the process collapses and the company loses money.
Speaking the Same Language
One of the main problems in account-based marketing (ABM) is the different languages of marketing and sales. When marketing presents an “innovative, synergistic platform to increase engagement,” sales asks, “How do we sell this?” “How do we sell this?” Conversely, marketing does not always understand the real problems clients are facing that sales is dealing with.
To avoid misunderstandings, a shared vocabulary must be established. Terms such as “lead,” “MQL,” “SQL,” “opportunity,” and other key concepts should be clearly defined. Marketing should use simpler language, and sales should understand marketing principles. The main focus should be on the client’s language, not internal jargon.
Data-Driven Harmony: How Not to Get Lost in Data
ABM is impossible without data. Data helps identify target clients, personalize content, and measure effectiveness. However, if marketing and sales rely on different data sources, the strategy will collapse.
Therefore, it is necessary to create a unified information management system by integrating CRM, marketing automation platforms, and analytics tools. Data must be transparent and accessible to both departments. Regular joint analysis sessions will help identify trends, uncover problems, and adjust the strategy in a timely manner.
When marketing and sales pull in different directions,
Imagine a ship where the captain is steering north while the helmsman turns the wheel south. What happens? The ship will aimlessly drift in a storm. The same thing occurs in ABM when marketing focuses on leads while sales focuses on clients with no growth potential. It is crucial to define shared goals, such as increasing revenue from target accounts, raising the average deal size, and shortening the sales cycle. These goals must be clear and measurable. For example, it’s not enough to say “increase revenue”; you need to specify “increase revenue from key clients by 20% over the year.”
Once the goals are set, they must be visible to the entire team. Regular discussions, strategy adjustments, and transparency are the keys to ABM success.
How to Avoid the “Telephone Game”
Effective account-based marketing (ABM) requires constant information exchange. If each department operates in its own “bubble,” duplication, data loss, and chaos will arise. Implement systematic communication strategies, such as weekly meetings, shared communication channels (Slack or Microsoft Teams), and transparent reporting systems, to prevent this. Involve sales in marketing campaigns and provide regular feedback to adjust the strategy as needed.
Shared Responsibility for Success and Failure
In ABM, marketing and sales must share both successes and failures. Often, when things go wrong, the blame game begins: “Marketing brought the wrong leads,” or “Sales couldn’t close them.” This is a dead end.
To avoid this, KPIs should be general. Rather than evaluating the “number of leads,” focus on conversion into deals and revenue growth. Rather than looking for someone to blame, it is better to analyze mistakes together and find ways to correct them. When departments work as a single team, an atmosphere of trust replaces accusations.
Technology in ABM: Assistant, Not Goal
Automation will not solve ABM problems; in fact, it can make them worse if the wrong tools are chosen. A CRM should be a dynamic working tool, not a “data warehouse.” Marketing automation should personalize communications, not just send emails. Sales intelligence tools provide sales teams with more client data, and analytics platforms help track effectiveness.
The key is integration. All systems must “talk” to each other to provide a unified view of client interactions. Account-based marketing (ABM) will not work if marketing and sales continue to “pull the blanket” in different directions. Only through collaboration, clear coordination, and mutual understanding will the team achieve results. When the team works in unison, the company gains long-term partners, not just clients. This is the essence of ABM — not a “marriage of convenience,” but a conscious choice in favor of efficiency, collaboration, and outstanding results.
