I read the term in an email newsletter today, Smarketing, is a coming together of a business’s sales and marketing teams. According to the article, these two teams are often at odds, blaming each other when sales quotas aren’t achieved. The article then goes on to suggest ways to get the teams to communicate and cooperate. I have to say that I believe there is a bigger disconnect when this situation occurs.
Smarketing, sales and marketing teams (and, in fact, all teams) working successfully together, should be happening from the start. In the mission, the mantra, the “Why” of the company it should be clearly communicated what the company is trying to accomplish and why that is important to the owners, employees, the community, and even the world. All employees should be working toward that bigger picture and not “for the money”. If these often commission-based teams are at odds, it’s because the management or ownership has set it up that way. If the marketing team is penalized when the sales team doesn’t make their quota, of course they might be upset or even resentful.
As I write this, my mind gets pulled toward research on types of rewards that motivate employees (that’s my excuse for the “stream of thought” direction this is taking). For most employees, money is the least motivating tool and, when used as the primary reward, the job becomes about the money and not being part of the company’s mission. On the other hand, if the reward is public appreciation (saying “great job” in front of others) or providing lunch for the team (maybe including the public praise), the response is to work even harder at furthering the mission of the company. Isn’t that what we all really want from our employees?
So….. my point…. the problem of animosity or the “us against them” between teams is an owner/manager issue. You either hired people that are not believers in your mission, you didn’t make your mission clear, or you’ve set up your compensation in a way that can put your teams at odds with one another. This is not about just trying to help them get along. That’s just treating a symptom and not the underlying problem. This requires a fundamental change that may be difficult for all involved, but will ultimately eliminate the problem and unify the company.