Introduction
In many B2B companies, marketing and sales teams share a common goal: to turn potential leads into paying customers. Yet, the way each team approaches this process can be dramatically different—especially when it comes to defining a Sales Qualified Lead (SQL).
This difference in approach can sometimes lead to friction between teams, with marketing feeling they’ve handed over high-quality leads, and sales disagreeing. It’s easy to see how these mismatches can result in missed opportunities or delays in closing deals. But the reality is that these approaches exist for good reason.
In this blog, we’ll explore how marketing and sales define SQLs differently, why both perspectives are important, and how aligning these efforts can lead to better collaboration and, ultimately, more conversions.
Marketing’s approach: understanding the bigger picture
Marketing’s approach is all about generating leads that fit the company’s Ideal Customer Profile (ICP)—those most likely to convert in the long run. This involves evaluating leads based on broader criteria’s such as:
- industry,
- company size,
- job role,
- and geographical location.
But here’s the thing: marketing’s insights are often more limited than sales. They only have information based on how the prospect interacts with marketing content. Unlike sales, marketing isn’t having direct conversations with prospects about their needs, budget, or timeline on a daily basis. They can’t do a full BANT qualification because they’re not speaking to the prospect directly. Instead, they’re making calculated estimations based on the data they do have.
This is where lead scoring comes into play. Every interaction a lead has with marketing content adds points to their score. Whether it’s downloading an eBook, attending a webinar, or visiting the website, these actions signal interest. The more a lead engages, the more marketing can confidently say, “This one is ready for the next step”—meaning they’re considered an SQL. Occasionally, a lead might be ready to buy right away, especially when engaging with bottom-of-funnel (BOFU) content, but this is less common.
Marketing’s focus isn’t about immediate readiness to buy—it’s about potential. They assess who the leads are, where they come from, and how engaged they are. The goal is to nurture these leads, moving them steadily toward a buying decision.
Why does this matter? Marketing ensures that the leads passed to sales are worth pursuing. They may not be ready to close a deal tomorrow, but they’ve shown enough interest and engagement to be considered promising SQLs. Marketing lays the groundwork—qualifying leads with potential for long-term success.
Sales’ approach: getting to the core
Once marketing hands over the lead, the sales team takes a more direct approach. Their job is to determine if this lead is ready to buy—right now. While marketing focuses on long-term potential, sales dig deeper to assess whether the lead meets the immediate criteria for closing a deal.
To do this, they rely on the BANT framework:
- budget,
- authority,
- need,
- and timing.
This framework allows sales to qualify leads by answering key questions: Does the lead have the budget to make a purchase? Are they in a position of authority to make the decision? Is there a clear need for the solution? And most importantly, is now the right time for them to move forward?
Upon a successful BANT qualification, the lead moves from being a marketing lead to a sales opportunity, ready for deeper conversations about closing the deal.
But it’s not just about ticking boxes. Sales also focuses on who they’re speaking to. Are they dealing with the decision-maker, or does the lead need to involve other stakeholders? Sales adjusts its approach based on the lead’s role and influence within the organisation.
While marketing identifies leads using broader criteria like geography and industry, sales focuses on immediate readiness and specific decision-making dynamics. They take a more personalised approach by understanding the lead’s pain points, decision-making authority, and timing. Sales also ensures that any unique circumstances, such as regional regulations or industry-specific challenges, are addressed to make their pitch more relevant.
Why does this matter? Sales ensures that the leads marketing sends over aren’t just a good fit in theory—they’re ready to move forward. By qualifying a lead’s readiness and addressing their specific needs, sales can close deals faster and more efficiently, ensuring a smooth transition from interest to action.
Bridging the gap: why alignment is key
Marketing and sales may have different approaches to qualifying leads, but when they align, the result is a seamless journey for potential customers. Marketing plays the long game, nurturing leads and focusing on their potential. Sales, on the other hand, zeroes in on immediate readiness and decision-making power. The challenge comes when these two approaches don’t quite match up—leads get stuck, and opportunities are missed.
So how do you bridge this gap?
First, both teams need to agree on what qualifies a lead to move from marketing to sales. A joint definition of SQLs ensures that everyone is on the same page. Marketing understands what sales is looking for, and sales trusts that the leads they’re getting are ready for deeper conversations.
Regular communication between teams is essential. Whether through weekly check-ins or shared dashboards, marketing and sales should constantly review lead quality and progress. This way, both teams can fine-tune their approaches based on real-time data, ensuring that leads don’t fall through the cracks.
Lastly, it’s about data sharing. Marketing’s insights on a lead’s engagement history can give sales a head start in their conversations. On the flip side, sales can provide feedback on which types of leads are closing easier, faster, and more efficiently, helping marketing refine its efforts.
Conclusion
When marketing and sales align, the result is a smoother process and better conversions. Marketing identifies leads with potential, and sales ensures they’re ready to move forward. By working together, both teams create a more efficient funnel and stronger customer relationships—proving that a unified approach delivers greater success.
It’s important to remember that marketing and sales share the same goal: driving growth. It’s not an “us v them” situation—they’re on the same team, fighting for the same outcome. When these teams work in harmony, the results speak for themselves.
