I subscribe to the view that marketing and sales together have to work to grow the revenue for any organization. Over at Revenue Journal, Kirstan Zhivago articulated very succinctly that a new breed of Chief Conversion Officer (CCO) is needed to drive the company’s top line revenue. She argues that one person needs to be responsible not for just sales or just marketing but rather (just) conversion to guide the efforts of all groups towards the one goal of conversion and empower them to make the tough decisions and get rid of the road blocks.
I love this philosophy, but how does that apply in the organization and who is responsible for each piece. To bring it into sharper focus, let’s meld two concepts together: Zhivago’s “marketing VP” with a conversion funnel. The conversion funnel is different than a lead or opportunity funnel as it extends the traditional sales funnel to include all of marketing activities right up to the earliest touch point. To keep things simple, I am only going to divide the funnel into three parts:
- At the top of the funnel is purely marketing activities that includes both inbound, [webinars, blogs, social media] and more traditional outbound lead generation techniques [tradeshows, e-mail newsletters, direct mail, etc. ] that drive acquisition.
- The bottom of the funnel is where conversion happens as salespeople engage in conversations with prospects to provide information, over come objections and build trust through stories and shared experiences.
- And my favorite part: everything in between or as I like to call it, No man’s land. This is the arena of persuasion and traditionally where sales and marketing point the fingers. Typically this portion of the funnel is punctuated with questions like “Where are the warm leads?” from sales, “Why wasn’t that lead follow-up?” from marketing or disagreements over what was qualified.
With the kind permission of Jim Sterne, one of the more interesting ways I have seen funnel shapes visually expressed is as bar glassware. The highest conversion rate starts with driving targeted visitors, further dividing them into segments, persuading them with the right message and converting them with the right sales or shopping cart process.
So how do you over come the problems with finger pointing and poor execution that is normally associated with the middle part of the funnel and drive the right kind of conversion shape?
There is no silver bullet that is going to solve all the problems but an organization focused on conversion and driven by a single individual compensated accordingly is a strong start. The keys to success are strategies and tools that smooth the transitions between job functions and IT systems.
Having set the stage and quickly running out of room in this post, in future entries I will look at the role of a CCO starting at the top of the conversion funnel and explore strategies, tools and hand offs as they apply to each stage.




