Marketing and Sales: A Marriage of Convenience in B2B

Synergy or Internal Friction?

In many B2B companies, marketing and sales operate under the same umbrella of objectives, yet often behave like two worlds with different languages, misaligned incentives, and distinct working rhythms. When that happens, the customer may end up receiving inconsistent messages throughout their buying journey: marketing promises value, sales negotiates price, and the overall experience suffers.

Of course, that’s not always the case. It all depends on the internal balance and strategic focus of the company, which in turn are usually shaped by the industry’s own culture and legacy. In sectors where the commercial area has historically dominated — think pharmaceuticals, industrial machinery, or traditional B2B distribution — marketing tends to play a more tactical or supporting role. In contrast, in more digital or technology-driven industries, marketing’s contribution is often structural and cross-functional.

In any case, coordination between both teams is a key driver of competitiveness: the longer the sales cycle, the more crucial it becomes for message, opportunity, and customer relationship to move in sync.

Common Challenges in the Marketing–Sales Relationship

Aligning both teams is not a matter of goodwill, but of acknowledging the natural friction that arises when each area pursues different objectives or measures success differently. Most challenges tend to cluster around a few key points:

1. Misaligned goals and metrics.
   Marketing tracks MQLs, traffic or engagement; sales tracks closed deals, pipeline and revenue. If there is no shared metric, both teams will optimize for different realities — even if both are technically “performing.”
2. Different definitions of the ideal customer.
   Marketing works with theoretical buyer personas; sales deals with the real customer — with all their nuances, urgency and objections. If those perspectives never fully converge, the result is campaigns that don’t resonate or sales pitches that fail to reflect perceived value.
3. Poorly defined handoff processes.
   The moment a lead transitions from marketing to sales (the infamous handoff) is critical. Without clear criteria, friction can arise — or worse, opportunities can slip through the cracks.
4. Reactive communication.
   Instead of a structured process for mutual learning, interaction between both teams usually depends on urgency or pure coincidence.

Effective Collaboration Dynamics

Once the sources of misalignment are identified, the next step is to establish shared routines and workspaces. The goal isn’t to merge departments but to build a sustained dynamic of collaboration where communication becomes habit, not exception.

1. Joint planning and review.
   At least once a month, both teams should review the pipeline, active campaigns and market feedback. The goal is not to report, but to learn together and adjust direction.
2. Shared definition of the ideal customer and buying cycle.
   Create a living document —not a forgotten PDF— where profiles, objections and decision criteria are continuously updated. This joint effort strengthens message consistency and increases execution effectiveness.
3. Co-creation of content.
   The best B2B assets often emerge from collaboration: marketing contributes narrative and format; sales brings real on-the-ground insight. Use cases, comparisons or value proposition frameworks are excellent meeting points.
4. Full funnel visibility.
   Marketing should be able to see which leads turn into customers, and sales should know which actions originated those leads. Without a doubt, data transparency reinforces trust and improves decision-making.

Shared Metrics That Actually Matter

The common ground between both teams is built on data. But rather than multiplying indicators, the goal is to focus on those that span the entire commercial journey and reveal how both departments contribute to the same outcome.

• Conversion Rate MQL (Marketing Qualified Lead) → SQL (Sales Qualified Lead) → Customer.
  Helps identify where the joint effort fades.
• Unified customer acquisition cost (CAC).
  Calculated not by channel, but by integrating marketing and sales investments.
• LTV/CAC ratio.
  Measures strategic sustainability—especially relevant for recurring-revenue businesses.
• Average time to close.
  Helps understand pipeline maturity and align expectations between teams.

Continuous Feedback Loops

Alignment isn’t a one-time agreement. It’s relatively easy—and common—to start processes that, for one reason or another, get abandoned along the way. Sustained alignment requires a constant feedback loop that keeps market and customer assumptions alive.

1. Downward feedback (sales → marketing).
   Real objections, effective arguments, most receptive sectors. This information should feed future campaigns and positioning adjustments.
2. Upward feedback (marketing → sales).
   Digital behavior insights: which topics generate interest, which segments respond best, and which formats convert more effectively.
3. Shared learning culture.
   Review sessions of won or lost opportunities (post-mortems or win reviews) are a powerful tool for improvement without finger-pointing.

Aligning According to Our Context

“The alignment between marketing and sales isn’t a universal formula, but rather a balance each company must find based on its context, culture, and internal power dynamics. In that sense, couples therapy—understood as a space to bridge differences and foster collaboration—can also be meaningfully applied to these two disciplines.”

In some industries, marketing will play a more catalytic role—bringing vision and methodology. In others, sales will continue to set the pace. But in all cases, the key lies in sharing information, criteria, and metrics.

Regardless of who leads the customer relationship, message coherence and a seamless buying experience are always a shared responsibility.