Your first month should be 80% focused on learning the business and 20% focused on finalizing your 30/60/90 plan. For the remaining two months of the quarter, you should be 40% focused on continuing to learn the business and 60% focused on executing your plan. In the first 3 months... 1. Schedule one-on-ones with every team member you will interact with weekly. 2. Map out your existing funnel by taking the steps a prospect would. Make sure you complete every funnel step yourself, from landing on your website to demoing with sales to putting in an actual credit card. This will help you identify areas that need fixing. 3. Hop on 5-10 sales calls with actual prospects. Record the questions they ask and the responses by your sales team. Ask to be bcc'd on all emails to those prospects. 4. At least once a week, get into the support ticket queue and answer questions. Leverage your existing help center to see if you can come up with the answer yourself, before relying on a team member. In the first quarter... 1. Set KPIs by month for the rest of the year. 2. Deliver a "what's working" and "what's broken" presentation to senior management. Ensure that the team has visibility into how the current funnel is performing and where the opportunity is. 3. Identify one channel that is underperforming and launch a campaign to turn it around. 4. Identify a channel the company hasn't yet experimented with and kick off a test. 5. Kick off a campaign that will improve the lead-to-closed won conversion rate. 

I'd love to, but we have yet to find an intent vendor that has data rich enough for our specific segment that would indicate readiness to buy. For other companies, I've seen this to be really effective, especially when 10s or 100s of people might start researching something the moment a problem is faced. In my current role, our ABM approach is primarily successful in an outbound manner, and there's not a strong enough inbound signal to leverage to guide our efforts. 

ROI and marketing attribution is the most challenging KPIs for startups in the technology space; most of these companies do not measure CLV and instead, they measure results on an annual basis, depending on factors such as average sales cycle, average deal size and market maturity, reporting returns of marketing investment in the short term is challenging. One important KPI that demand generation teams may overlook in fast-growing technology companies is the customer lifetime value (CLV). CLV is a metric that calculates the total amount of revenue a customer is expected to generate for a company over the course of their relationship. It takes into account factors such as customer acquisition cost, average purchase value, and customer retention rate, and provides a more accurate picture of a company's revenue potential than simply looking at short-term revenue or leads generated. By focusing on CLV, demand generation teams can prioritize their efforts on acquiring high-value customers who are more likely to generate long-term revenue for the company. They can also identify areas where they can improve customer retention and increase the overall value of each customer. Overall, CLV can provide a more comprehensive and strategic view of a company's revenue growth potential and help demand generation teams make more informed decisions about their marketing and sales strategies.

1. Communication! Shared Slack channels, meet regularly and ask your sales team for input so they feel engaged and involved in decisions. Be transparent about how the marketing budget is spent and what is working and what isn't. 2. Shared KPIs. The biggest mistake is disconnected goals. Having a marketing goal of driving leads and a sales goal of driving revenue rarely works out, in my experience. At a minimum, Demand Gen/Marketing needs a sales-qualified pipeline target to fill the top of the funnel. At best, it's a shared revenue target. 3. Having marketing champions on the sales team can make a big difference. A sales leader who advocates for and voices their appreciation for marketing sets the tone for the rest of the sales organisation. Invest time in building those relationships. 4. Listen back to sales calls and hear the types of objections and discussions they are having. It can often give you ideas for new pieces of content that will resonate well and that your sales team will appreciate. 5. Avoid jumping in to fulfil every request of the sales teams. In all likelihood, you will become much more tactical than strategic and ultimately deprioritise things from your plan that may have had a greater impact. It's always better to provide a rational explanation as to why you believe their suggestion isn't the right thing to do. For example, with event suggestions, I usually find that the target ICP (Ideal Customer Profile) isn't quite right. 6. Have fun! Lunch chats, socialising together, connecting over the coffee machine, finding shared interests. All help build up a more personal relationship that ultimately builds a deeper connection and better working relationship.

I am focused on B2B marketing to create, drive and capture demand with the end goal of creating a pipeline for sales teams (well, ultimately to acquire customers!). From my perspective, the pillars that feed into the strategy for driving pipeline include: * Knowing our target audience * Creating compelling narratives, value propositions, and messaging * Developing best in class point of view content to educate the market while establishing our brand as trusted thought leader in the space * Integrated campaigns and multi-channel strategy: getting our message to the right audience at the right time, in the right place (buying journey is complex and requires multiple messages, solutions, tailored to multiple personas at different stages, at any given time, via multiple channels- from digital, to in person events, to social and more) Aligning stakeholders in these processes is typically done by following an established framework I mentioned in a previous question. In summary- a single project or campaign champion would create a proposal for the project/campaign in the form of a brief that is circulated amongst stakeholders. Alignment and approvals take place with the right decision makers, from there, workstream owners or channel owners are identified and brought into a project/campaign kick off. Shared goals, metrics, targets are established, timelines and workback schedules created, and regular check ins/status updates to ensure we are on track, or to remove roadblocks. Once the project/campaign is complete, a retro is conducted with all stakeholders- this can help ensure best practices are identified, key learnings are addressed, or failed initiatives are deprecated ;)

Understand what's currently working when you come in, and accelerate it. If you're in an established business, they must be doing something right to be generating demand and revenue right now. Understanding what that is will help you from a prioritization and early impact standpoint. Over time, understanding why helps you identify other areas of impact that you can spin up that match where prospects are and the internal GTM flywheel.

I don't think ABM at its core is all that different from landing net new vs cross/upsell/expansion. If you boil it down, you are taking a set of channels and tactics and deploying campaigns to get your prospects or customers to take a desired action or behavior. I will argue that you have more room for error when going into new prospects or markets where you might not have as much data or evidence to support your messaging, positioning and campaign strategy. When marketing to current customers, you better know what you're talking about. There is nothing worse that being an existing customer of a brand and receiving messaging and campaigns as if you had never worked with that brand in your life. With cross/upsell/expansion, you not only have to know your customer, but you better make sure you let your customer know you know them. For example, if you're already in at Amazon and looking to upsell, you better be able to discuss pain points that came up at prior QBRs, understand their org chart, tech stack, and review how you can help them achieve their goals,

I start making a list of what I want in my next role during my current role. I don't wait until anything is bad or tough, I just start compiling the list when inspiration hits me. (ex. Own a pipeline number, or report straight into the CMO). For the role itself I look for some of the items I write on my list, opportunity for career growth, and managers that I can learn from. In terms of the company itself I look for product-market fit, opportunity for company growth, understanding their sales stats, and a product that I feel excited about/passionate about. Most importantly I also look for a team that I like, because let's be real—we spend so much time with our coworkers, I need to like them!

Demand generation: reaching out to prospects, engaging with them and building pipeline. More broad based and focused mostly on customer acquisition. Growth marketing: more focused on the entire journey from customer acquisition to retention. This would include cross-selling, upselling to customers, so the journey continues. This also is a lot more data driven, where you’d access information about the customer’s usage of your product and leverage in-app features to reach out to customers. For reference look up AARRR (Acquisition, Activation, Retention, Referral and Revenue) for Growth Marketing.

You're right this is hard to do, and I'm sure you'd get different answers from different Demand Gen leaders. When you lack historical data for a given region to inform goal setting, the two most useful inputs are a) business objectives and b) comps from other regions where you are marketing to similar buyers. Business objectives should inform your investment level, mix, and funnel metrics. For example, if you need to generate $1M in incremental bookings from the region by the end of your first year in that market and your typical sales cycle is 90-180 days, you know that you need to set MQL and pipeline targets in the first two quarters that provide sufficient coverage. Comps from other regions can also be useful in forecasting CPL and setting appropriate goals by channel. For example, if you are running SEM campaigns in North America, you likely already have a sense of the average cost per acquisition from paid search. You can then use tools like Google Keyword Planner, Ahrefs, etc. to determine which of your campaigns will translate to the new markets you are entering based on search volume, estimated CPC, etc.