Marketing and sales tell the same story
A sustainable approach is to provide both teams with the same source material, rather than just offering reminders.
The most sustainable way is to create a single source of truth for messaging. This source includes positioning, a message framework, a two-part story, and a voice guide. When everyone draws words from the same place, they naturally speak similarly without needing reminders. Providing real examples for each situation ensures that newcomers can write correctly from day one.
- customers reflect that everyone in the company speaks differently
- sales documents inconsistent with website content
- a small team, few touchpoints, just a few principles and a template page
- issuing a manual with abstract principles, no real templates
- Delivering documents that no one keeps; six months later, everyone has their own version.
When marketing speaks one way and sales another, customers end up confused or worse, lose trust. This issue often arises not from incompetence but from a lack of a common reference point. You cannot resolve this by simply repeating the message, as under pressure to close deals or launch campaigns, everyone will instinctively adapt. A sustainable approach is to establish a source of truth and let everyone draw from it.
Why do two teams often drift apart?
Marketing often writes according to channel trends, using the language of the platform being utilized. Sales typically speaks based on the inspiration of the meeting, according to what the customer wants to hear at that moment. Both have valid reasons, but without a common anchor point, they will drift apart over time without anyone actively causing it.
Outcome: customers see one brand on the website, encounter a different brand during sales, and receive yet another version in marketing emails. This feeling of inconsistency reduces trust, no matter how good the product is.
Standard source needs what
Message architecture is designed to solve this problem. It consists of a core value proposition, a message framework, and a set of proof points used across all teams and customer touchpoints, rather than each channel having its own positioning.
In addition to the framework, you also need:
- The brand story has two versions: a long version for presentations and the website, and a short version for sales pitches or messages.
- A voice guide should not just list adjectives but provide real examples: this writing style is acceptable, while that one is not.
- The person responsible for maintaining the master copy should not delegate to "the whole team" because ultimately no one will keep it.
Voice is measurable, not just perceptual
One issue when creating a voice guide is that adjectives like "friendly", "professional", and "approachable" are too vague; everyone interprets them differently. The Nielsen Norman Group suggests measuring voice across four specific dimensions: humorous to serious, formal to casual, respectful to straightforward, and enthusiastic to calm. Defining the brand's position on these four dimensions helps multiple writers maintain a consistent tone. Everyone understands how "straightforward yet respectful" differs from "humorous and enthusiastic" in practice.
When there are specific metrics, reviewing content becomes easier: no longer debating 'it doesn't sound right' but checking against clear criteria.
A complete guide is needed when: there are many personnel, multiple channels, or external partners or creative units writing on behalf of the brand. At this point, a comprehensive guide along with templates for each content format is necessary.
The error of creating a neglected manual.
The most common mistake is finishing the work but no one uses it, rather than doing it wrong. There are several common causes:
- A guide that consists entirely of abstract principles, without real examples, leaves no one knowing how to apply it to specific writing.
- Without someone responsible for updates, six months later the market changes but the documents remain unchanged.
- Consider this a one-time task, not revisiting it when launching new products or changing strategic direction.
The practical preventive measure is to schedule regular reviews. Tie updates to specific milestones such as new product launches, peak seasons, or when new personnel are responsible for content. The voice tends to drift most during transition periods, when the old personnel leave and new ones come in without anyone to pass on the standard.
When everyone draws words from the same source, they naturally speak similarly. A good set of documents can replace many reminder meetings.
Practical experience.
Decision checklist
Topic: Marketing and sales tell the same story. Sinh Vũ guide, sinhvu.com
Tick each item that applies or that you can already answer, then print or save as PDF to take with you.
If you have marked most of the signs above, this is the time to discuss in more detail. Sinh Vũ can help you review and propose a direction.
References
Nielsen Norman Group, The Four Dimensions of Tone of Voice. Nielsen Norman Group, The Impact of Tone of Voice on Users' Brand Perception. Asana, Brand Messaging Framework. Practical experience from Sinh Vũ.
Frequently asked questions
Is it okay to craft sales messages on the fly to close deals quickly?
Adapting to close deals quickly is the most common mistake. In the short term, a deal may be closed, but customers receive expectations that differ from the actual positioning, leading to disappointment after purchase and difficulty in re-signing. The preventive measure is to prepare a set of short story templates for sales to use, specific and easy to remember, without requiring them to create their own.
If the team is small with just a few people, is it necessary to do everything thoroughly?
A small team with few touchpoints only needs a concise version: a few voice principles, one message, and a page template for a short story. No need for thick documents, but it should still be written down and placed where everyone can find it. As the team grows or has external partners writing on their behalf, then it can expand into a complete manual.
After completing the manual, how can we ensure it won't be neglected after a few months?
You need to designate someone responsible for maintaining and updating the documents, not have the whole team share the responsibility, as ultimately no one will. Schedule regular reviews, at least whenever there is a strategic change or a new product launch. The transition period for personnel is when the voice is most likely to drift, so the person maintaining the standard should have a backup ready when they are away.
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