In the B2B space, sales and marketing have traditionally operated as separate units. Sales teams focus on closing deals and hitting quotas, while marketing departments aim to drive awareness, leads, and campaign performance. This division may seem logical on the surface, but it often leads to poor collaboration and conflicting priorities. Research revealed that only a minority of sales professionals feel strongly aligned with their marketing teams, highlighting the ongoing disconnect.
This lack of alignment often causes practical breakdowns. Sales might view marketing-generated leads as low quality, while marketing teams remain in the dark about what happens after leads are handed off. One study found that 61% of marketing content goes unused by sales, which reflects a fundamental failure to meet real buyer needs. As a result, opportunities are missed, leads go cold, and teams waste time instead of accelerating growth.
These issues are especially relevant in the APAC region, where digital-savvy B2B buyers complete up to 73% of their purchase journey before speaking with a vendor. Prospects may disengage when sales and marketing present inconsistent messages or delay their response. Research shows that 78% of APAC buyers abandon deals if they experience disconnects between what marketing promotes and what sales deliver.
Given the fast-changing buyer behaviour and growing competition across the region, this divide is no longer a minor inefficiency. It has become a critical business risk that affects conversion, pipeline velocity, and long-term revenue growth. Forward-thinking companies are now addressing alignment not just as a functional issue, but as a core part of their go-to-market strategy.
The real impact of misalignment
Misalignment often starts with differing definitions of success. Marketing teams might prioritise metrics like lead volume or campaign engagement, while sales focus exclusively on closed revenue. When different outcomes measure each team, it becomes difficult to collaborate meaningfully.
Technology is another contributor to the problem. In many organisations, marketing uses automation tools that are not integrated with the CRM platforms used by sales. This results in data silos, inconsistent reporting, and blind spots in the buyer journey. Research shows that 96% of well-aligned organisations have integrated systems, suggesting that connected tools are essential for building trust and transparency between teams.
Cultural and structural factors also play a role. Sales and marketing often report to different leaders and work in separate workflows, making day-to-day collaboration difficult. Without shared processes or regular touchpoints, assumptions build up, and misunderstandings persist. Sales teams may feel unsupported by marketing, while marketers grow frustrated when campaigns fail to convert.
Finally, the absence of feedback loops keeps the cycle of inefficiency in motion. Sales rarely communicate which leads convert or which content resonates with buyers, and marketing teams often lack real-time visibility into what happens in the field. This lack of mutual insight results in wasted resources and longer sales cycles. One study found that deals involving disconnected teams took 42% longer to close, underscoring how costly the lack of alignment can be.
Building a unified go-to-market engine
Alignment begins with shared goals and accountability. APAC-based B2B companies are increasingly shifting to a Revenue Operations (RevOps) model that unifies marketing, sales, and customer success under a single function. According to Gartner, 75% of high-growth organisations will adopt a RevOps framework by 2025. This structure ensures that all teams work toward the same revenue targets rather than separate departmental objectives.
Another defining feature of alignment is a consistent message across all stages of the buyer journey. Marketing and sales must deliver cohesive narratives, using the same language and addressing the same customer needs. When both teams contribute to content development—sales bringing field insights and marketing shaping the message—the result is more relevant and persuasive materials. This consistency helps reduce buyer confusion and builds trust throughout the funnel.
Campaign co-ownership is also becoming standard practice in aligned organisations. Instead of launching campaigns in isolation, marketing and sales collaborate from the planning stage. Account-Based Marketing (ABM) is a prime example. In APAC, 66% of firms report stronger alignment through ABM efforts. Those leading in ABM execution have achieved an 84% increase in the sales pipeline, highlighting the benefits of joint targeting and engagement.
Shared data and tools round out the picture. Both teams can see the same customer journey when marketing automation platforms integrate seamlessly with CRM systems. Real-time dashboards offer a single source of truth, allowing sales and marketing to track performance and adjust strategies based on shared insights. These tools create visibility and enable faster, more coordinated action across the entire go-to-market process.
Closing the gap with practical strategies
Regular meetings between sales and marketing teams create the foundation for alignment. These sessions allow both sides to discuss campaign performance, lead quality, and sales activity in a structured, productive environment. Frequent touchpoints help teams course-correct quickly and ensure that insights from one function refine the efforts of the other.
Service Level Agreements (SLAs) are another tool that can drive accountability. By agreeing on lead criteria, follow-up timeframes, and handover processes, sales and marketing teams gain clarity on expectations. According to HubSpot, 38% of sales leaders say that better alignment on follow-up strategy is one of their top needs from marketing. SLAs help bridge this gap by making responsibilities explicit and measurable.
Content co-creation can also improve alignment and reduce waste. Sales teams can identify the most common objections or concerns they hear from prospects, while marketing teams use this information to produce targeted materials. This collaboration results in content used in the field, rather than being shelved or ignored. It also boosts engagement, as prospects are more likely to respond to assets that speak directly to their pain points.
When used correctly, technology acts as a bridge rather than a barrier. Integrated platforms that combine marketing automation, CRM, and real-time intent data give teams a unified view of the buyer. Shared dashboards and alerts help sales reps respond quickly to high-intent leads. Tools like Slack or Microsoft Teams also support fast, informal collaboration, allowing teams to coordinate responses and celebrate shared wins.
The business case for alignment
Aligned sales and marketing teams consistently outperform their siloed peers. One of the most immediate benefits is faster deal velocity. With coordinated nurturing and lead qualification, buyers move through the funnel more efficiently. Industry benchmarks show that well-aligned organisations can shorten their sales cycles by up to 40%, allowing teams to capitalise on opportunities more quickly.
Win rates also improve. When sales and marketing deliver a unified message and target the right audiences together, conversion rates rise. Forrester found that aligned organisations grow revenue 19% faster and are 15% more profitable than those with disconnected teams. A separate analysis reported a 38% increase in win rates among companies with tight alignment between sales and marketing.
Customer experience is another area of significant impact. Buyers notice when messaging is consistent and when teams are coordinated. This creates a smoother, more professional journey that builds confidence. Research indicates that alignment can increase customer retention, especially in subscription-based SaaS models where ongoing engagement is key to long-term value.
Last but not least, alignment contributes to stronger team morale and operational agility. Collaboration becomes part of the culture when teams work together, celebrate shared wins, and use common tools. This synergy allows companies to respond more effectively to changing market conditions. This adaptability can be a powerful advantage in a fast-moving region like APAC, where customer expectations and competition are constantly evolving.
