Best Practices in Building Sales and Marketing Alignment

Sales and marketing alignment is still a big challenge for healthtech marketing leaders. Progress is being made, but many organizations still struggle to get sales and marketing working as an effective team. This article outlines best practices based on the experience of successful organizations.

The State of Sales and Marketing Alignment in Healthtech Marketing

In recent discussions with 30+ healthcare technology marketing leaders we conducted a short survey on sales and marketing alignment.

It was clear that there was work to do. As the following shows, in most cases, there are a few shared goals and KPIs between sales and marketing. It is encouraging that many can connect a few of their goals and KPIs to revenue. However, very few have fully integrated their goals and KPIs and have connected marketing to revenue.

When it comes to attributing revenue to marketing, most marketers said that sales partially buy into this, and a few fully buy into how revenue can be attributed to marketing.

On balance, most marketers feel that sales recognize their efforts, but there is still work to do to gain full alignment.

Best Practices in Building Alignment

The following best practices are based on what these healthtech marketing leaders have seen work effectively for them in building sales and marketing alignment.

1. Foundation: Shared KPIs and Attribution

The foundation of sales and marketing alignment begins with shared goals and metrics. Organizations that successfully align these functions typically demonstrate these key practices.

Without shared metrics, teams naturally optimize for their individual goals, potentially at the expense of overall business outcomes. Companies report that collaboration improves significantly when both teams are measured on revenue contribution rather than activity metrics.

 Best Practices:

• Establish shared revenue-based goals rather than separate functional metrics
• Focus on pipeline quality over quantity of leads
• Test and implement multi-touch attribution models that acknowledge both marketing and sales contributions
• Move beyond traditional MQL (Marketing Qualified Lead) metrics, which can create artificial divisions
• Track engagement metrics throughout the entire buyer journey, not just at conversion points

2. Setting Up for Success With the Right Organizational Structure

The organizational structure significantly impacts alignment success. While there’s no universal “right” structure, certain patterns emerge in well-aligned organizations.

The reporting structure shapes behavior, resource allocation, and priorities. While debate continues about whether marketing should report to the CRO or remain separate, successful organizations focus more on creating effective collaboration mechanisms regardless of structure.

 Best Practices:

• Ensure clear lines of communication between sales and marketing leadership
• Create formal collaboration mechanisms (committees, regular meetings)
• Consider positioning BDRs/SDRs as a bridge between sales and marketing
• Establish executive sponsorship for alignment initiatives
• Create cross-functional teams for key initiatives

 3. Having the Right Technology and Data Infrastructure

Modern sales and marketing alignment requires robust data infrastructure and appropriate technology tools.

Shared data and technology platforms create a common source of truth and enable both teams to work from the same information. This reduces conflicts about lead attribution and enables more sophisticated targeting and engagement strategies.

 Best Practices:

• Start with basic tracking tools and progressively advance to more sophisticated solutions
• Implement standardized CRM practices across both teams
• Use conversation intelligence tools (like Gong) to capture and share customer insights
• Build intent data capabilities incrementally:
  • Begin with free tools (e.g. Clearbit)
  • Progress to intermediate solutions
  • Advance to enterprise platforms as processes mature
• Ensure both teams have access to and training on shared tools

 4. Modern Lead Management Practices

The traditional lead generation and qualification process is evolving significantly in response to changing buyer behaviors. There is a shift from measuring quantity to quality.

 Research shows that 70% of the B2B buying journey happens before direct vendor contact. Organizations need new approaches to identify and engage potential buyers earlier in their journey.

 Best Practices:

• Move beyond pure lead volume metrics to focus on account engagement
• Implement account-based strategies for key target markets
• Create clear definitions of qualified opportunities that both teams agree upon
• Develop processes for handling different types of buyer intent signals
• Balance immediate opportunities with longer-term prospect nurturing

 5. Communication and Collaboration Frameworks

Successful alignment requires structured communication and collaboration processes.

Regular, structured communication prevents silos from forming and ensures both teams remain aligned on priorities and strategies. It also creates opportunities for real-time adjustment of tactics based on market feedback.

Best Practices:

• Implement regular “Sales & Marketing Connect” calls to share updates and gather feedback.
• Create a Sales and Marketing Advisory Council (SMAC) for strategic alignment.
• Include marketing in sales QBRs/PNRs
• Establish clear processes for sharing customer insights between teams
• Create feedback loops for content effectiveness and market intelligence

 6. Account-Based Marketing Integration

ABM represents a mature approach to sales and marketing alignment, focusing both teams on key account success.

ABM represents a sophisticated approach that requires strong alignment fundamentals to succeed. It works best when other best practices are already in place.

 Best Practices:

• Start with a small number of target accounts to prove the concept
• Implement appropriate technology solutions progressively
• Create joint account plans between sales and marketing
• Focus on account engagement metrics rather than individual lead metrics
• Develop coordinated multi-channel engagement strategies

 7. Adapting to Modern Buyer Journeys

Understanding and adapting to changing buyer behaviors is critical for both sales and marketing success.

Research indicates that 85% of buyers choose their vendor before making first contact, and sales cycles often extend beyond 13 months. Organizations must adapt their engagement strategies accordingly.

 Best Practices:

• Develop strategies for engaging “submarine” buyers who research privately
• Create valuable content that supports self-service research
• Implement intent monitoring to identify potential buyers earlier
• Build trust through authentic, helpful engagement rather than aggressive selling
• Align content and outreach to different stages of buyer readiness

 Final Thoughts

Successful sales and marketing alignment requires a systematic approach, building from strong foundations through to sophisticated engagement strategies. Organizations should:

1. Start with shared goals and metrics
2. Build appropriate organizational structures
3. Implement supporting technology progressively
4. Develop sophisticated lead management practices
5. Establish strong communication frameworks
6. Consider advanced approaches like ABM when ready
7. Adapt to modern buyer behaviors

The most successful organizations view sales and marketing alignment as a journey rather than a destination, continuously evolving their practices as markets and buyer behaviors change.