Problem isolation, interdepartmental problems between sales and marketing

Problem
statement

There is a discernible dis-alignment between the
marketing and sales team.Ineffective
or lack of communication – In Micron Precision Screws Ltd., sales and
marketing operate as separate units, establishing interdepartmental coordination
and liaison is a challenge. Lack of communication leads to loss of customers
and decrease the propensity of converting the prospective into customer. Most
new leads are not ready to buy. And if a sales rep does engage and the
lead is not willing to talk with them, it reinforces the perception that
marketing 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 leads
are snatched up by your competitors before the Micron Precision Screws Ltd. .Misaligned
strategies led to redundant efforts, pipeline gaps, massive process
inefficiencies, lost opportunities and other negative outcomes. Marketing team
is not doing enough to support sales team like the brochures are not insightful
and intriguing enough. Though they are exporting to across the world the
content is not in such a way that lines up with particular region’s culture.While
both departments aim for corporate growth, each attempts to do so through
different means. Marketing departments aim to build an ever increasing pipeline
of qualified leads while sales teams aim for closing deals and generating
revenues. Marketers tend to have a long term view of things while sales
professionals want to effectively manage their sales pipeline. Sometimes, the
lead which is perceived appropriate enough by the parameters of marketing team
doesn’t get perceived same as per the criteria of Sales team.  Clients

DomesticSales
and Marketing: ROAD to Shared SuccessUpon
isolation, interdepartmental problems between sales and marketing can be
addressed more easily. Following steps can be taken to obtain alignment between
sales 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.

 

Keeping
a united front

Although
sales and marketing use distinct funnels and pipelines, their processes are
closely linked. Thus, the two departments should operate in tandem even when if
they are led by different managers. These departments directly impact bottom
line and the survivability of an organization. Binding them as interdependent
components 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?
Are both
departments aware of each 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?

 

Analysis
of the Firm

Micron
Precision Tools (MPS) was incorporated in 1979 as a private limited company. The
firm initially began with their 1st plant known as MPS Plant I. Initially,
the firm focussed mainly on manufacturing turned components as per customer
specifications, mostly for the automobile sector.
In 1995, the company set up their
2nd plant (MPS Plant II). The firm installed both indigenous
and imported manufacturing capacities in hot and cold forging technologies in
the new plant.
MPS began exporting high quality automotive fasteners in 2000 and soon joined
the league of leading automotive & industrial fasteners manufacturing
company in Asia with an annual sales turnover exceeding US $13 million, and employed
over 300 workers. 
The firm has believed in maintaining high quality standards and delivering
optimum services to every customer without compromising on product quality.

Vision Statement: To be a global automotive & industrial
fasteners manufacturer and service provider with international quality
standard.
To provide high quality value added fastening solutions and services that will
keep our client ahead of competition and in forefront of technology.

Mission Intent: To build a long-term relationship

Product
Range

The firm manufactures the following products:

Socket
products

These include Hexagon socket sets (Screw with
flat/cone/cup/dog point), Hexagon socket thin head cap screw, among others.

Hex
Products

These include Pipe nuts, Hexagon head bolts, Hexagon
head screws and hexagon nuts to name a few.

Pin
products

They include, but not limited to, Taper pins,
Parallel pins, Parallel pins, etc.

Standard
products

Common products in this category include knurled
thumb screws, knurled nuts, and hexagon set screw slotted pan head.

Special
products

The firm also manufactures special products which
are customized as per customer specifications. Some of them are wheel/hub
bolts, Flange bolts, Axle bolts, Tappat screw, Counter weight bolts, Fly wheel
bolts, and Banjo bolts.

 

SWOT Analysis Strengths

1.     
Presence of two
manufacturing plants near the national capital, where most of the automobile
manufacturers are located

2.     
Joint venture
with Xinxiang Hydraulics Construction Ltd., a Chinese firm

3.     
Overseas market
reach

4.     
Plants are equipped
with state-of-the-art forging technologies 

Weakness

1.     
Smaller size,
which leads to low bargaining power

2.     
Lower ability to
raise capital, due to their incorporation as a private limited company

Opportunities

1.     
Make-in-India
campaign to promote indigenous manufacturing

2.     
Entry of foreign
players in the Indian market such as Morris Garage, PSA, etc.

3.     
India to become
an export hub for automobiles

4.     
Growing demand
for automobiles to boost demand for their parts

Threats

1.     
Supply chain
infrastructure is poor compared to advanced countries

2.     
Appreciation of
rupee

3.     
Push for low
pollution technologies such as fuel cell, hydrogen powered vehicles, which may reduce
demand  for automotive parts