The way that Customer Marketing teams and functions should be staffed and organized will vary greatly from company to company, especially when looking at more traditional B2B or sales-led organizations vs Product-led organizations. In my experience, though, the best way to orient the team is around three core responsibilities: * Activation & Engagement: Measurement of activation metrics and time to activation, often in the form of lifecycle marketing. Driving customer education and programmatic communication that support enterprise onboarding, end-user training materials, and aircover to gain as much traction within paying accounts as possible. * Upsells & Expansion: Driven through targeted programs that aim to increase revenue from existing enterprise accounts through targeting new teams, referrals, and surfacing new MQLs to account managers. Can be done through Customer Advisory Boards, 1:1 Account Events, Customer Webinars, and account-based acquisition campaigns. * Advocacy: Measurement of output-based programs that develop champions and put your customers on a stage like case studies, referencable logos, and customer stories across channels (webinars, events, content). When first starting out or when you have a lean team, I've found starting with an account-based customer marketing approach is the best way to drive meaningful impact and quick wins for your CSMs and on your company's bottom-line. Identify the top renewals or any accounts at risk of churning and create targeted account plans to save and expand each. This will provide the frameworks and structures to scale as the team grows.

This one is going to be simple. Focus on being close to the numbers and be ready to be creative! I do think there are some foundational pieces to building a demand generation engine. The first is having a balanced program mix, make sure are bringing names in a consistent and steady flow. Being close to the numbers helps understanding what channels are working, which channels to invest more time & money in, and making sure these are the programs that convert to meetings and closed won. Once you have that foundational piece, focus on getting creative. At the end of the day, most demand gen teams are running the same types of programs—webinars, emails, etc. It's up to you as the leader of your team to think out of the box. Tip: Look at those programs that are converting well and see how you can hypercharge them by adding a gift card incentive for taking a meeting!

I wish I had a rosier outlook, but I think demand gen is actually going to get gradually more challenging as time goes on. I think that the profession itself is going to need to move away from things like PII exchange through gated forms, and focus more on value delivery to the viewer/reader/consumer. Global digital privacy regulation is more likely to expand than contract at this point. I think the way companies measure demand generation is going to need to evolve as well - with broader full-funnel attribution being more socialized, accepted and understood at the highest levels in the company. One area where many demand gen leaders underinvest is strengthening finance and marketing alignment. Everyone talks about sales and marketing alignment - that's just a must to have a functional revenue team. How to strengthen that bond with finance? Educate them on marketing's broader contribution, and demonstrate that you have the respect and feel the responsibility for what is usually a large portion of variable company spend.

First, I’d like to define a B2B campaign as a set of tactics that will drive pipeline revenue for a particular solution or a market segment. The campaign timeline can span over a quarter or 6+ months. To launch a successful campaign you first need to answer these 5 questions. * What are the campaign goals * Begin with the end in mind. * Keep your eyes on the prize and optimize relentlessly * Who is the Target audience * Persona - Business and technical buyer * Segment - Enterprise, Mid-market, SMB * Geo - North America, EMEA, LATAM, APAC * Verticals * What is the value proposition * What are the buyer pain points * How can our solution help solve * Why should they choose us over competitors * What is the content mix by persona and buyer jobs to be done * Buyer jobs to be done including problem identification, sol exploration, req building, vendor selection, validation and consensus building. Be sure to include different formats such as e-books, checklists, analyst content, video demos etc * By persona - business buyer and/or technical buyer * What is the budget * This will guide the channel/tactic mix * Define the tactic mix including both * Paid media - paid search, paid social, third party programs, trade shows * Owned media - website, email nurture, webinars, blogs Once you have the answers you are ready to plan and launch a solid campaign. Pro tip: Don't wait for everything (ads, emails, landing pages etc.) to be perfect. The mantra is to launch and optimize :))

It can be incredibly frustrating when other teams lack respect for the time and effort it takes to execute a demand gen program. Sales teams and others can sometimes take the effort for granted and expect opportunities to flow in. And when things aren't going as expected, they are quick to blame the team without understanding the underlying factors at play or the work that happens daily. Your friend here is to educate your teammates and departments on your work and how it ultimately impacts the bottom line.

Demand Gen is such a fun role (I know, I'm biased) because of the split because art and science. DG provides a unique opportunity to get creative and strategic in crafting new campaigns and programs, while also definitively measuring impact and analyzing results. As such, some of the best Demand Gen marketers I've hired and worked with contain a true passion for that combination, and with that, a deep sense of accountability and ownership over the success of those programs.

This is a great question! I can't tell you the number of times I've created content because someone in the C-suite thought it would be a good idea, or because a sales reply simply couldn't close a deal with a highly customized 1-pager. The truth is - content should be created with a purpose. Here are the questions I like to ask when conducting a content audit: * Does this content answer questions our customers are asking? Does it help our customers & prospects accomplish their goals? * How does the reader feel after consuming this piece of content? Does that feeling align with what our goal was when we created the piece? * What is the purpose of this piece of content? Is it still serving that purpose? * How often is this piece of content used, by who, and in what capacity? * When was the last time this content was refreshed? Is this something we want to be a staple in our library? * In what other forms does this content exist (blog, podcast, short video, webinar, etc)? If the answer is none, should it be created in smaller, more digestible snippets? 

This is a great question! Demand generation marketing and content marketing should work hand-in-hand to achieve broader marketing objectives. When identifying KPIs and metrics to measure demand generation and content marketing together, you should consider the type of content being distributed and the channels through which it's being distributed. This will help determine your KPIs. For example, a blog post may not have the same KPIs as a gated piece of content or a video. The channel mix of promotions will also factor into KPIs. Is this a larger integrated marketing campaign that will require a more extensive mix of promotions and budget? Or is this a smaller campaign, perhaps targeted at a specific/smaller audience, that won't require as much external distribution and promotion? Once you understand these components, you can determine your KPIs. Here are some general KPIs to consider: * Number of site sessions to a blog post * For gated content: Conversion rates, form fills * Number of video views * MQLs, SQLS, sourced opps and/or influenced opps from the content being promoted (how many deals/opps were generated or influenced by this content) * Impressions * Share of voice * SEO metrics - keyword rankings, organic search traffic to the content

Start with understanding what the business cares about most. All Demand Gen teams are expected to help drive pipeline and bookings, but you should try to get as much context on both as possible. For example, is the business trying to move upmarket? If so, over what timeline? To what extent do your current-state investments support that objective? Are you hiring new reps? If so, in what segments/markets? The closer you can align your Demand Generation strategy to business objectives, the easier it will be to establish appropriate metrics for the team. For example, in the hypothetical above (i.e., business moving upmarket over X quarters), you will need to establish goals tied to growth within the Enterprise or Mid-Market segments instead of setting holistic lead, pipeline, and marketing-originating bookings goals.

There are entire industries built around this question. I wish I could say my fondest wishes have been answered by any solution out there. Honestly this is another place I'm hopeful for the promise of AI. It should be possible to feed ALL of my data from all of my sources to a single entity and have it make all of the connections then answer my plain English questions. I'll most likely get more than a few companies reaching out to me saying they have exactly this solution, but I've yet to have this be true. Part of this isn't their fault, privacy concerns have made it nearly impossible to connect a lot of data, so even the machine can't do it and if it could it would probably be running afoul of some law. I do think there's a solution in the future, that both protects individual privacy and allows marketers to make sure they understand the ROI of their spend across channels, campaigns, creative, and audiences. So, the answer I'll give for now is; start with what you can measure and work your way down. In the early days get traffic. From there form fills, add to cars, purchases or signups. Track conversions using simple methods like thank-you page views. Utilize UTMs or other tracking mechanisms and capture them into your CRM or back end data warehouse. Then little by little connect the dots deeper and deeper until you get to lifetime value. I'd also say to not stop continuously learning. It is very easy to have a campaign launch with amazing top of funnel metrics, high signups or high purchases, but then find something downstream that tells you that the quality of these customers is so low that the campaign is not an ROI driver. I constantly question data, when I think I'm certain I actively work to disprove myself. As one co-worker put it I'm a "data monster" ... but I want to know, I need to know. The trick is, do not let not being certain stop you from doing what you need to do. Make decisions with the best data you've got, then validate your decision and evaluate your data. If you learn something that changes your direction that's ok, you still did what you thought was right for the business. It's all any of us can do, and it's better than analysis paralysis.