Sales and marketing alignment isn’t just a “nice to have” — it’s a fundamental driver of success. When these two departments are out of sync, it creates a ripple effect across an organization that impacts revenue, customer satisfaction and operational efficiency. According to Sara Williams, VP of Sales for account-based go-to-market platform Demandbase, “poor alignment can cost businesses 10% or more of annual revenue, and 48% of enterprises still struggle with alignment.”
In a recently aired webinar, Williams and Demandbase’s CMO Kelly Hopping shared insights into the root causes of misalignment, the evolving dynamics of buyer behavior and practical solutions for fostering better collaboration.
The Roots Of Misalignment
Misalignment between sales and marketing often stems from three key factors:
Lack Of Clarity Around Organizational Structures
Williams noted that misalignment starts at the top: If senior leadership isn’t aligned, every team underneath them is most likely going to be dysfunctional. Without clear structures — who reports to whom, how decisions are made and what success looks like — teams struggle to work cohesively. Communication breakdowns compound the problem, especially in today’s hybrid work environment. “Five years ago, you could swing by someone’s desk,” said Hopping. “Now, in a remote, distributed world, it’s much harder to communicate.”
Williams added, “While nothing beats in-person interaction, revisiting ‘old school’ habits like phone calls can go a long way. Casual interactions that diffuse tension are harder to replicate over Zoom, but finding ways to foster genuine connection is crucial.”
Misaligned Goals & Priorities
Another major issue is when sales and marketing teams prioritize different tasks and work toward varying objectives.
“If sales and marketing aren’t aligned in their tasks and priorities, it creates a divide,” said Williams. “Marketing has responsibilities beyond directly driving pipeline, but those efforts should ultimately support revenue targets. Without alignment, it becomes difficult to ensure we’re working together effectively.”
Misaligned incentives also exacerbate the problem: When sellers are compensated based on revenue but marketers are evaluated on corporate objectives, it creates gaps in urgency and focus.
Separate Technology & Data Stacks
Disjointed tech stacks and data silos are another barrier to alignment. When Hopping first joined Demandbase, she noted that the company had separate sales and marketing ops teams. The issue there, she continued, was that the data was being manipulated into telling whatever story an individual wanted. To create a “neutral” approach to data, Hopping said the company combined these teams into a unified RevOps structure reporting to finance.
Adapting To Changing Buyer Behaviors
The B2B buying landscape is experiencing a seismic shift, driven by changing buyer demographics and preferences. According to Hopping, the average B2B buyer is now a millennial — a digitally native generation that values self-serve options and instant access to information.
“Buyers now expect to find answers online without engaging with a salesperson,” said Hopping. “The traditional sales funnel is outdated. Instead of a linear journey, buying processes resemble a cyclone — buyers move in and out of touchpoints unpredictably, with marketing and sales playing overlapping roles throughout.”
This shift underscores the importance of alignment, as both teams must remain “always on” and engage buyers at all stages of their journey. “We’re not just handing off leads from marketing to sales anymore,” Hopping explained. “It’s about bridging gaps, defining shared goals and understanding the benefits of collaboration.”
The Business Case For Alignment
The benefits of sales and marketing alignment are undeniable: According to Williams, businesses can achieve up to a 38% increase in closed deals and significant revenue growth when teams are aligned, with retention rates increasing by as much as 36%.
“I don’t know any sales leader who wouldn’t be excited about increasing deal closure rates,” said Williams. “Alignment leads to better outcomes for the business and happier customers.”
Strategies For Achieving Alignment
Alignment starts with leadership, because, “if senior leaders aren’t aligned, how can we expect frontline marketers and sellers to execute together?” asked Hopping. Effective alignment requires:
Unified Goals
Both teams need to agree on target accounts, define their ideal customer profile and tier accounts strategically.
Clear Processes
From identifying accounts to organizing teams, processes must be consistent and well-documented.
People First, Then Technology
Hopping warned against relying on technology as a silver bullet. “ABM tools, CRMs and analytics platforms can facilitate alignment, but only if the people and processes are in place first.”
Frequent Communication
Dynamic and fast communication — weekly meetings, Slack updates and real-time feedback — is essential. “If we’re only talking once a quarter during a board meeting, we’re not being agile,” said Hopping.
Williams added, “It’s important to have a clear plan when adopting new technologies or strategies. Everyone needs to know their role in the plan and how it contributes to success.”
Moving Beyond The Finish Line
Alignment doesn’t end at deal closure. Both marketing and sales play critical roles in customer retention, expansion and growth.
“We’re both touching our accounts all the way through to closed-won and beyond,” said Williams. “The goal is to unify efforts, not compete. Collaboration should extend across the entire customer lifecycle.”
By fostering trust, defining shared values and maintaining open communication, organizations can ensure alignment remains a core part of their culture — not just a temporary initiative.
Conclusion
Sales and marketing alignment is no longer optional; as buyer behaviors evolve and organizations face increasing pressure to drive revenue, aligning teams becomes a critical competitive advantage.
“Companies that prioritize alignment reap the rewards,” said Williams. “It’s not just about revenue — it’s about building a stronger, more cohesive organization that can adapt to changing market dynamics.”
