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Every company claims to have sales and marketing alignment. Very few actually do.
The misalignment rarely shows up as open conflict — it’s subtler than that. It shows up as marketing celebrating MQL volume while sales ignores the leads. It shows up as sales building their own decks because “marketing’s version doesn’t work in the field.”
1. Different definitions of success
Marketing is measured on top-of-funnel metrics, sales is measured on closed revenue. Without a shared definition of a “good lead,” both teams optimize for things that look good on their own dashboard but don’t compound.
2. Feedback loops that don’t close
Sales has invaluable data: which objections kill deals, which customer segments actually convert, what the competition is saying in the field. If that intelligence never makes it back to marketing, campaigns are built on assumptions.
3. Campaigns built in a vacuum
When marketing plans launches without sales input, the materials land in the field feeling generic. Reps adapt them or abandon them. Either way, it’s lost leverage.
The best marketing I’ve ever seen was written by someone who spent time on sales calls first.
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Most go-to-market failures aren’t execution problems — they’re positioning problems wearing an execution mask.
When a campaign underperforms, the instinct is to tweak the creative or adjust the budget. But more often, the root cause is upstream: the product’s position in the market was never clearly defined, so no amount of optimization downstream will fix it.
Positioning isn’t a tagline or a one-liner for your pitch deck. It’s a set of deliberate choices about:
Teams default to feature-led messaging because features are concrete and easy to agree on internally. “We have X, Y, and Z that competitors don’t.” But customers don’t buy features — they buy outcomes and confidence.
More on positioning frameworks in a future post.
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