Separate Vs. Unified: Marketing, Sales and Support Teams For Each Product Line

I have been involved in situations where clients have separate marketing, sales and support teams representing different product lines that are often purchased by the same buyers. What do you think are the advantages to this approach? What are the benefits of consolidating customer facing processes?

My Example

A client wanted me to help them to elevate their sales, marketing, BizD and customer service competencies in order to support their growth goal. This company often served the same customers with two separate brands, each having its own sales and customer service teams that were driven by separate processes. Each customer service team had limited ability to provide first call resolution, so even mundane issues were forwarded to a sales rep or product manager. There was no cross-selling between product lines.

First, we developed a marketing plan with strategies for each brand.  We hired a field marketing specialist for brand management and to implement a well-designed lead generation program. We decided to maintain a separate team of sales engineers who were well versed with their respective product line. We developed one contact center that became the super glue for customer service and inside sales for both product lines. We implemented processes for nurturing leads, closing sales opportunities, developing key accounts and fostering complementary partnerships.

We installed a CRM system for efficient and consistent process implementation. We interfaced the CRM system with the website, which prompted inquiries, enabled self-service and a FAQ database that reduced mundane phone calls coming into the contact center.

After initial turnover of contact center and sales reps who were unable or refused to implement the new programs and processes, this client was on track to a consistent managed growth plan.