Aligning Sales Priorities With Industry-Specific Marketing Action

The Challenge

The manufacturer's sales-priority plans contained strong market knowledge across mining, defence, data centres, construction and energy. The risk was leaving that knowledge inside a sales presentation. Marketing needed to know which accounts mattered, which problems to lead with, which products had a credible advantage and how activity would be measured.

What I Did

I worked through the plans with sales leaders and converted them into marketing inputs. For mining, that meant prioritising the top 20 mines by revenue, pairing direct mail with site visits and building an industry page around real applications. For other sectors, it meant identifying market gaps, delivery partners, decision-makers, project triggers and the evidence required in proposals.

How I Did It

• 01: Mapped industries, buying committees, problem triggers and product fit.
• 02: Connected direct mail, LinkedIn, website journeys, trade shows, site visits and sales follow-up.
• 03: Defined activity measures such as weekly calls, annual visits and new opportunities.
• 04: Used early engineering input and clearer proposal evidence to prevent technically weak campaigns from reaching market.

The Result

The rollout converted broad strategic themes into account lists, campaign briefs and a dashboard specification. Mining activity, for example, was tied to targets of 220 weekly calls, 400 annual visits and 15 new opportunities, while marketing was given a clear role in supporting those behaviours. The result was tighter alignment between what sales wanted to win and what marketing was being asked to produce.

Why It Matters

I make sales strategy executable for marketing without flattening the commercial detail that made the strategy valuable.