Problem lost, ignored some of the leads generated

 ProblemstatementThere is a discernible dis-alignment between themarketing and sales team.

Ineffectiveor lack of communication – In Micron Precision Screws Ltd., sales andmarketing operate as separate units, establishing interdepartmental coordinationand liaison is a challenge. Lack of communication leads to loss of customersand decrease the propensity of converting the prospective into customer. Mostnew leads are not ready to buy. And if a sales rep does engage and thelead is not willing to talk with them, it reinforces the perception thatmarketing sourced leads are not great. As a result Sales team either lost,ignored some of the leads generated by the marketing team or some of the leadsare snatched up by your competitors before the Micron Precision Screws Ltd. .

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Misalignedstrategies led to redundant efforts, pipeline gaps, massive processinefficiencies, lost opportunities and other negative outcomes. Marketing teamis not doing enough to support sales team like the brochures are not insightfuland intriguing enough. Though they are exporting to across the world thecontent is not in such a way that lines up with particular region’s culture.Whileboth departments aim for corporate growth, each attempts to do so throughdifferent means. Marketing departments aim to build an ever increasing pipelineof qualified leads while sales teams aim for closing deals and generatingrevenues.

Marketers tend to have a long term view of things while salesprofessionals want to effectively manage their sales pipeline. Sometimes, thelead which is perceived appropriate enough by the parameters of marketing teamdoesn’t get perceived same as per the criteria of Sales team.  ClientsDomesticOverseasSalesand Marketing: ROAD to Shared Success Uponisolation, interdepartmental problems between sales and marketing can beaddressed more easily. Following steps can be taken to obtain alignment betweensales and marketing teams:   Establish a culture of open and constant communication between teams. A liaison officer can be appointed to bolster the interdependence and collaboration of marketing and sales operations.

If possible, the teams should be collocated. Clarification of the roles and functions of each department. Scope and expectations for each role or function should be clearly set. Compatible success metrics and performance indicators should be implemented.

Job rotation and cross-training of people from both departments can be implemented to establish mutual appreciation of their roles and functions. Following unified sales & marketing strategy. Setting of complementary goals and revenue targets, if possible. Synchronisation of assets and resources used by both departments should be implemented. Usage of centralized knowledge base to draw insights from the same datasets should be encouraged. Incentivizing collaboration –Achievement of shared targets should be rewarded. Keepinga united frontAlthoughsales and marketing use distinct funnels and pipelines, their processes areclosely linked. Thus, the two departments should operate in tandem even when ifthey are led by different managers.

These departments directly impact bottomline and the survivability of an organization. Binding them as interdependentcomponents of a single strategy is necessary for company’s growth.   How closely do the teams communicate with each other? Do they ever collaborate on shared projects? Does each team know key details of what the other team is up to at any given moment? Do the sales and marketing teams share an overarching strategy that aligns their respective goals? Do both departments know the other’s objectives and timelines? How often does one team cite a shortcoming or oversight reportedly committed by the other team? Is the blame game a common occurrence? Analysisof the FirmMicronPrecision Tools (MPS) was incorporated in 1979 as a private limited company. Thefirm initially began with their 1st plant known as MPS Plant I.

Initially,the firm focussed mainly on manufacturing turned components as per customerspecifications, mostly for the automobile sector.In 1995, the company set up their2nd plant (MPS Plant II). The firm installed both indigenousand imported manufacturing capacities in hot and cold forging technologies inthe new plant.

MPS began exporting high quality automotive fasteners in 2000 and soon joinedthe league of leading automotive & industrial fasteners manufacturingcompany in Asia with an annual sales turnover exceeding US $13 million, and employedover 300 workers. The firm has believed in maintaining high quality standards and deliveringoptimum services to every customer without compromising on product quality. Vision Statement: To be a global automotive & industrialfasteners manufacturer and service provider with international qualitystandard.

To provide high quality value added fastening solutions and services that willkeep our client ahead of competition and in forefront of technology.Mission Intent: To build a long-term relationshipProductRangeThe firm manufactures the following products:SocketproductsThese include Hexagon socket sets (Screw withflat/cone/cup/dog point), Hexagon socket thin head cap screw, among others.HexProductsThese include Pipe nuts, Hexagon head bolts, Hexagonhead screws and hexagon nuts to name a few.PinproductsThey include, but not limited to, Taper pins,Parallel pins, Parallel pins, etc.StandardproductsCommon products in this category include knurledthumb screws, knurled nuts, and hexagon set screw slotted pan head.

SpecialproductsThe firm also manufactures special products whichare customized as per customer specifications. Some of them are wheel/hubbolts, Flange bolts, Axle bolts, Tappat screw, Counter weight bolts, Fly wheelbolts, and Banjo bolts. SWOTAnalysis Strengths1.     Presence of twomanufacturing plants near the national capital, where most of the automobilemanufacturers are located2.     Joint venturewith Xinxiang Hydraulics Construction Ltd., a Chinese firm3.     Overseas market reach4.     Plants areequipped with state-of-the-art forging technologies  Weakness1.

     Smaller size,which leads to low bargaining power2.     Lower ability toraise capital, due to their incorporation as a private limited companyOpportunities1.     Make-in-Indiacampaign to promote indigenous manufacturing2.     Entry of foreignplayers in the Indian market such as Morris Garage, PSA, etc.3.     India to becomean export hub for automobiles4.

     Growing demandfor automobiles to boost demand for their partsThreats1.     Supply chaininfrastructure is poor compared to advanced countries2.     Appreciation ofrupee3.     Push for lowpollution technologies such as fuel cell, hydrogen powered vehicles, which may reducedemand  for automotive parts