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Freelance translator and/or interpreter, Verified site user
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English to Portuguese: How Marketing Fails the Sales Team/Como o marketing pode fracassar a equipe de vendas General field: Marketing Detailed field: Marketing
Source text - English
How Marketing Fails the Sales Team
Although the technologies and tools available to the B2B Marketer have improved significantly over the past decade, the fundamental responsibilities of the role have not. Where a direct sales channel is in place, marketers are responsible for three functions: Creating the strategic position of the business, enabling the sales organization, and generating demand.
Strategic Context
Sales Channel Enablement
Demand Generation & Lead Nurturing
These three functions are intertwined, and depending on the industry and company structure, may require varying degrees of focus — but they are all critical to building a sustainable revenue model. I had a mentor once who constantly said “Nothing happens until somebody sells something,” and without question it is the role of B2B marketing organization to continually put the sales organization in position to identify opportunities, compete, and win new business. If marketing doesn’t focus on all three functions, then the growth engine of the company — the sales team — will be at a significant disadvantage.
Tactical Failures
According to the CMO Council, 70% of sales managers say the top thing they want from marketing is timely delivery of content with instant access. Enabling the sales team is the “bread and butter” of the B2B marketer. This requires marketing to deliver a steady stream of great content designed to help sales people discover unmet needs, articulate value propositions, describe solutions, answer objections and define features and benefits is the essence of this function. Not surprisingly, when good content and tools (in the form of sell sheets, case studies, white papers, etc.) are in place, then winning becomes a formula, supported by marketing. Marketing fails, however, when content and sales tools are inwardly focused. Content that talks only about features or capabilities doesn’t help the sales person to effectively differentiate the company and doesn’t interest the buyer, because it doesn’t focus on their operating reality.
In 2007 it took an average of 3.7 attempts to reach a prospect … today it takes an average of 8. The reality of today’s selling environment is that it’s almost impossible to get a prospect on the phone or to reply to an email, and so marketing must develop and implement the means to improve this process. In fact, marketers today should “own” the top of the funnel to identify potential customers, nurture them, and ultimately deliver better qualified leads to the sales team. There are literally thousands of technologies on the market today designed to automate or improve the demand generation process. Marketing typically fails in this function when they focus on the technology, rather than content and process. Bad content is just noise and an invasive e-mail approach can destroy a company’s credibility.
In a recent survey by Annuitas, only 11% of companies said that their demand generation programs were very effective. Understanding the target prospect’s operating reality helps marketers create meaningful content that can help facilitate the buying process. I have seen companies literally spend millions of dollars on marketing technology and fail to deliver any high quality leads, because they missed this fundamental concept.
The Root Cause – Strategic Failure
Which brings us to the root cause of why marketing fails the sales organization. The fundamental reason for failure today is not caused by a lack of technology or a misunderstanding of the importance of sales enablement. The major issue at hand is that B2B Marketers do not have the strategic context needed to deploy good marketing programs. According to webbiquity.com, 91% of B2B marketers say they use “content marketing,” but just 36% say they are effective. Why?
Strategic context is the foundation from which all demand generation, new product launch and sales support programs stem, and marketers fail when they focus on tactics or processes but ignore the importance of content relevance. In order to overcome strategic failure, marketers must develop and maintain expertise in three areas:
Market Knowledge — including specific segment understanding, market conditions, influencers, and critical buyer personas;
Product Expertise — including not just value proposition and key features, but the buying process, and the overall customer experience; and
Buyer Operating Reality — which defines a deep understanding of the role of the buyer and their strategic drivers, operational factors, financial framework, and political influences.
Moving Forward from Failure
Exceptional marketers have deep appreciation for the importance of integrating both sales channel and demand generation processes, along with expertise and keen insight into the markets they serve. We have found that when marketing teams have this strong foundation, then their demand generation and sales enablement processes are significantly more effective.
Marketing team competencies often can be built through training and focus. In some cases, adding new talent or redefining the marketing organization is required. But to change the momentum of the marketing function, companies must first assess the organizational expectations and the strategic competencies of their teams. By clearly defining the role of marketing in the organization, and measuring the marketers’ level of understanding of the strategic context of the business, companies can begin to take steps to improving their overall marketing effectiveness.
Translation - Portuguese
Como o marketing pode fracassar a equipe de vendas
Embora as tecnologias e ferramentas disponíveis para o profissional de marketing de B2B tenham melhorado significativamente ao longo da última década, não se podem dizer o mesmo sobre as responsabilidades fundamentais. Quando um canal venda direta é adotado, os profissionais de marketing são responsáveis por três funções: Criar a posição estratégica empresarial, permitir a organização das vendas e gerar demanda.
Contexto Estratégico
Capacitação do canal de vendas
Geração de demanda & Orientação de leads
Essas três funções estão entrelaçada e, dependendo da indústria e da estrutura da empresa, podem requerer níveis diferentes de enfoque, mas todas elas são críticas para a construção de um modelo de receita sustentável. Eu tive um mentor uma vez que dizia constantemente: "Nada acontece até alguém vender alguma coisa" e, sem dúvida, é o papel da empresa de marketing de B2B colocar continuamente a organização de vendas em posição de identificar oportunidades, competir e conquistar novos negócios. Se o marketing não der atenção para todas as três funções, então o motor do crescimento da empresa, ou seja, a equipe de vendas ficará em desvantagem significativa.
Fracasso tático
De acordo com o CMO Council (rede global de executivos de marketing), 70% dos gerentes de venda dizem que a principal coisa que querem do marketing é a entrega pontual dos conteúdos com acesso imediato. O empoderamento do time de venda é o “ganha-pão" do profissional de marketing de B2B. Isso exige que o marketing entregue um fluxo estável de grande conteúdo projetado para ajudar vendedores a descobrir necessidades não satisfeitas, articular ofertas de valor, descrever soluções, responder às objeções e definir características e benefícios ‒essa é a essência dessa função. Não é surpresa nenhuma que, quando bons conteúdos e ferramentas (sob a forma de roteiros para vendas, estudos de caso, relatórios técnicos, etc.) são adotados, vencer torna-se uma fórmula, com o apoio do marketing. O marketing fracassa, no entanto, quando o conteúdo e as ferramentas de vendas estão olhando para o próprio umbigo. O conteúdo que aborda somente características ou capacidades não ajuda o vendedor a diferenciar efetivamente a empresa e não interessa o comprador, porque não se enfoca na realidade operacional.
Em 2007 levou-se uma média de 3.7 tentativas para se chegar ao público-alvo... Hoje leva-se uma média de 8. Na realidade vigente do ambiente de vendas, é quase impossível atingir o público-alvo pelo telefone ou por e-mail, então o marketing deve desenvolver e implantar meios para melhorar este processo. Na verdade, os atuais profissionais de marketing deveriam "dominar" o topo do funil para identificar clientes potenciais, alimentá-los e, em última instância, proporcionar leads (consumidores potenciais) melhores qualificados para a equipe de venda. No presente mercado, existem literalmente milhares de tecnologias projetadas para melhorar ou automatizar o processo de geração de demanda. O marketing geralmente fracassa nesta função ao se concentrar na tecnologia, em detrimento do conteúdo e processo. Conteúdo ruim é irrelevante e uma abordagem invasiva por e-mail pode destruir a credibilidade de uma empresa.
Em uma pesquisa recente da Annuitas, apenas 11% das empresas disseram que seu programa de geração de demanda era muito eficaz. A compreensão da meta da realidade operacional do público-alvo ajuda os profissionais de marketing a criar um conteúdo significativo que pode facilitar o processo de compra. Tenho visto empresas gastarem literalmente milhões de dólares em marketing e tecnologia e fracassarem na geração de leads de alta qualidade porque menosprezam esse conceito fundamental.
A raiz do problema: Falha estratégica
O porquê do fracasso do marketing perante a organização das vendas nos leva à raiz do problema. A razão fundamental para o fracasso de hoje não é causada pela falta de tecnologia ou um mal entendido sobre a importância da habilitação das vendas. O grande problema em questão é que os profissionais de marketing de B2B não possuem o contexto estratégico necessário para implementar bons programas de marketing. Segundo webbiquity.com, 91% dos profissionais de marketing de B2B mencionam usar “conteúdo de marketing", mas apenas 36% dizem que ele é eficaz. Por quê?
Contexto estratégico é a base da qual toda a geração de demanda, o lançamento de novos produtos e os programas de assistência de vendas se originam, e os profissionais de marketing fracassam quando dirigem a atenção às táticas ou aos processos, mas ignoram a importância da relevância do conteúdo. Para superar falhas estratégicas, os profissionais de marketing devem desenvolver e manter competências em três áreas:
Conhecimento de mercado - inclui conhecimento específico sobre o segmento, condições de mercado, influenciadores e clientes ideais críticos,
Conhecimento do produto - inclui não somente a proposta de valor e as características principais, mas o processo de compra, e a experiência geral do cliente, e
Realidade operacional do comprador - define uma compreensão profunda do papel do comprador e as suas motivações estratégicas, os fatores operacionais, o esquema financeiro e as influências políticas.
Avanço proveniente do fracasso
Notáveis profissionais de marketing possuem profundo apreço pela importância de integrar ambos os canais de vendas e os processos de geração de demanda, junto com experiência e visão aguçadas dentro dos mercados em que eles atuam. Descobrimos que, quando o time de marketing tem uma base forte, sua geração de demanda e capacitação de processos são significativamente mais eficazes.
As competências da equipe de marketing muitas vezes podem ser construídas através de treinamento e enfoque. Em alguns casos, a adição de novos talentos ou a redefinição da organização de marketing é necessária. Mas para mudar a dinâmica da função de marketing, as empresas devem primeiro avaliar as expectativas organizacionais e as competências estratégicas de suas equipes. Ao definir claramente o papel do marketing na organização, e medir o nível de compreensão dos profissionais de marketing sobre o contexto estratégico dos negócios, as empresas podem começar a dar passos para melhorar a eficácia de seu marketing em geral.
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Translation education
Graduate diploma - Estácio de Sá University
Experience
Years of experience: 11. Registered at ProZ.com: Jun 2015.
English to Portuguese (Universidade Estácio de Sá, verified) English (Cambridge University (ESOL Examinations), verified) English (English (University of Michigan), verified) Portuguese to English (Universidade Estácio de Sá, verified)
Memberships
ABRATES (Brazilian Association of Translators and Interpreters)
Software
MateCat, Microsoft Excel, Microsoft Word, Lilt, Wordfast, Powerpoint, Wordfast
Hello, My name is Helena Giordano and I am a translator who works with Brazilian Portuguese <>English.
I have worked as an English teacher for more than 20 years.Working as a teacher was crucial for my role as a translator.
Although I have translated occasionally throughout my career as a teacher, working as a translator has been my main activity since 2016.
Today, my core areas of work are Marketing/Training, Education, Psychology, Hospitality, Social Sciences, News Articles.
Regarding my studies background
I have the following: A Certificate degree in Translations studies (Estácio de Sá University) A University degree in Social Service (Pontifical Catholic University of Campinas) A certificate degree in Psychology and Psychiatry of the infant and adolescent ( University of Campinas - UNICAMP:
Regarding language proficiency, I have the following: The Certificate of Proficiency in English (University of Michigan). CAE Certificate in Advanced English (University of Cambridge ESOL Examination). A certificate of an Intensive Portuguese course that covers grammar and writing(Criar Redação Campinas and " Para Bem Escrever na Língua Portuguesa" (Writing well in the Portuguese Language)by Carlos Nougué).
Recent Experiences
I have been taking a Translation and interpretation course at Alumni School in São Panlo since 2019
I have subtitled short films for an advertising company.
I have been a Volunteer Translator for Ted Talk since 2016 and for Global Voices since 2017.
I have translated a variety of news articles as part of a mentoring program by ABRATES (Brazilian Association of Translators and Interpreters).
I have translated children’s books, business letters, as part of my Translations studies.
If you need a dedicated translator for your project, do not hesitate to contact me. I am sure we can reach reasonable rates and develop a great partnership based on trust and excellence.
Expertise 
