Its 2026 and marketing is struggling with creative and analytics aligned to positive sales attribution outcomes. Various studies and research reports pitch the number of aligned sales and marketing functions in the region of 8-10%. Furthermore, around two thirds of CMOs readily admit that they focus on indirect, ‘vanity’ measures rather than real sales, margin and marketing contribution. As a result, recent reports in Adweek suggests a drop in CMO-CEO alignment of up to 20%. As senior marketers wrestle with the relevance of the function, it is time to reevaluate where things are going wrong. So, why are CMOs still grappling with sales and marketing alignment?
CMOs still grappling with sales and marketing alignment
Proving that Chief Marketing Officers belong in the boardroom remains a priority into 2026. Some say that marketers are set up to fail from the outset with unclear goals, scrutinised budgets and internal resistance to creative. When CEOs, COOs and CFOs are typically the most powerful positions on the board, they expect measures of performance. Those with investors as their most powerful stakeholders are under great pressure to demonstrate return on investment. In B2C, where brand awareness spend is accepted, and in some cases, proven (such as when brands went ‘dark’ in the 2020 pandemic year), B2B needs clear marketing contribution. That doesn’t mean to say that all B2C marketers need are views and clicks, especially with media and digital campaigns to drive web and app revenues. However, the B2B contingent must wrestle with their biggest [ detractor | incidental | partner ] (please delete as applicable).
CMOs struggling to align with Sales
The starting point for all B2B CMOs is alignment with sales. If you are a full year into your tenure and the two functions remain at loggerheads, you are either on the journey or failing. If you are two years into your tenure and Sales are still ignoring you, you might as well get your coat. However, if Sales are a detractor, it won’t be long before other board members feel the same way. If you view them as incidental due to the splendid team, creative and martech stack you have built then you are deluding yourself. For those who cannot achieve alignment, struggle to create a vision and never work as partners, tenure will be brief.
Unfortunately, around 3/5 of CMOs blame a failure to gain data and system ownership for the misalignment. That is, the Sales function has set up a CRM, copious amounts of sales reports by product and individual and has unfettered access to customer data, when you perhaps have some fantastic website and social media analytics. One is counting money and performance and the other may be counting views/impressions, clicks and likes. Such a disconnect ensures that Sales has won the power battle and Marketing is arranging the cups. One of the reasons for this misalignment may be the merry-go-round of CMOs and the cyclical nature of budgets. For every downturn and loss of confidence in marketing, budgets, structures and people get chopped. Meanwhile, Sales goes on and continues as the lifeline of revenue and cash.
Other challenges for CMOs grappling with Sales
A more nuanced argument would consider the complexity of the role of the modern CMO. Similarly, the roles of attribution, the sales funnel and technology stack need a further look. Whatever the situation, Sales will carry on regardless. With no CRM, potential customers would still receive calls or visits. Without data, prospects are identified and customer data assembled regardless. This ‘zero-based’ approach to Sales means that it will always find a way. The difference is in the effectiveness of the Sales approach, which is where Marketing arguably has a crucial role to play.
For example, a new Sales recruit making 100 calls per day to a list of telephone numbers has a tough job. If the data is poor, the person answering the phone doesn’t know you or your business and the cost is not insignificant or the proposition is complex, it really is an uphill battle and a numbers game. A handful of deals made in a week off the back of 500 calls is still money in the bank, as long as it covers the cost of the representative. The challenge for the CMO is in proving that you can benefit the Sales function. In summary, this means increasing data quality, readiness of leads, conversion rate, average order value, lifetime contract value, gross margin etc.
Sales aligning with CMOs
Crucially, the Sales outcome of Marketing success should be more earned commission on the back of an easier sell. The CEO is looking at you, the B2B CMO, as an enabler of Sales. They are also looking at you to prove ROI. What the CEO must also consider is the attitude of Sales and an unwavering agreement to try to make it work. However, CMOs heed this warning. The latitude and ‘credit’ offered to Marketing by Sales will only extend to the increase in revenue, margin and contribution above what Sales believes that it is achieving by themselves. After all, if the CMO faces a critical loss of confidence from the CEO and the rest of the board, Sales carries on.
Ultimately, the framework agreement that is negotiated between Marketing and Sales is crucial to set the boundaries and demarcate each other’s performance. Whoa betide the CMO who tries to claim credit for leads that Sales already had in their pipeline. Similarly, forget claiming every visitor to the website, app or social media channel as generated by Marketing. Accurate measurement and attribution within whichever sales and marketing funnel methodology is appropriate in your context is crucial. Additionally, technology plays a part but it must not be the be-all and end-all. A shiny, advanced and expensive martech stack must be measured against ‘marketing-sourced inquiries’ that become leads and the resulting ROI. This is where the ‘partner’ really takes shape, as you also need to help the Sales function to nudge leads along the path to a deal and measure the ROI of a ‘shared’ win.
Help for CMOs grappling with sales and marketing alignment
Nobody wants to see a CMO struggling with sales and marketing alignment. Even if you believe that Sales wants you to fail, they perhaps haven’t seen anyone succeed before you. Remember, more earned commission and an easier sell. Similarly, nobody wants to see a CMO with their head in the sand, claiming credit where it is not due or chucking grenades over the wall. The B2B CMO has one of the hardest jobs in the boardroom in establishing their value from before they start. The Sales relationship is crucial to your success and your approach must be geared towards making it work. The terms on which it is based, the role that you play in that success and how you deliver it is up to you.
If you would like to speak to an expert in B2B sales and marketing, simply reach out to us. Alternatively, drop us a quick email to request a free initial introduction.
Finally, why not read a related article about changing or building a sales function.