Sales and marketing
pulling in different directions.
Towne Park sells hospitality and healthcare support services across two sectors that buy differently. Sales and marketing were operating on separate understandings of the same pipeline.
The situation,as it arrived.
Two sectors, one commercial team, and no shared definition of a qualified opportunity. Marketing measured one thing, sales another, and growth across the two sectors could not be compared because nothing was recorded the same way.
Brand positioning was the second half: a company serving both hospitals and hospitality needs to be legible to each without sounding like a different company to the other.
Four moves,in the order they happened.
Unify the two functions on one system
Sales and marketing brought together through HubSpot, with shared definitions and one pipeline, so the argument about what a lead is stops being an argument.
Strengthen the position across both sectors
Brand positioning sharpened so each sector hears something relevant without the company fragmenting into two identities.
Measure growth on one basis
Reporting built to compare performance across both sectors, which is the question leadership actually asks.
Then operate it
Process and training so the unified model holds after implementation.
Everything thatleft the building.
- Sales and marketing unified through HubSpot
- Shared pipeline and definitions
- Brand positioning across two sectors
- Cross-sector growth reporting
More like this one.One a month.
Written out of engagements rather than off a content calendar, by whichever principal ran the work. No sequence afterwards.
Your situation is not this one.Tell us what it is.
A senior strategist reads it and replies within one business day, with a straight answer about whether we are the right people.