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

We use a centralized dashboard that aggregates data from all our tools (e.g., CRM, marketing automation, analytics platforms). Each channel has its own set of KPIs that align with its role in the funnel. For example: * Top-of-Funnel Channels (paid social, SEO): Impressions, clicks, and conversions to MQLs. * Mid-Funnel Channels (email, nurture campaigns): Engagement rates, MQL to SQL conversion. * Bottom-of-Funnel Channels (ABM, sales assist): SQL to opportunity and pipeline generated. Weekly syncs help us identify trends and recalibrate if needed. Transparency is key—everyone on the team knows the KPIs we're tracking and their impact on the broader goals.

Depending on your organization’s goals bringing in sales, CS, and operations can be key to running successful Demand Generation campaigns. I have more experience working in the B2B Enterprise space and the relationship with Sales and CS has been important to success. * In large-scale Enterprise sales (where deal lengths can extend beyond a year), the Field (sales, sales engineers, etc.) is critical to moving a deal from TOFU opportunities to POC and closed-won opportunities. Sales can help you understand the core influencers and buyers in the sales cycles and the problems customers are trying to solve. It’s important to align on the top accounts and how you are best positioned in the market. * Customer Success becomes more important in B2B buying cycles because customers who churn are very costly to the business. In addition, happy customers will buy more over time. If you have a large product portfolio, CS can be another seller for you, helping drive additional upsells and cross-sell opportunities in the buying cycle. Both of these teams help accelerate opportunities and can provide a unique perspective you may not have considered in past Demand Generation campaigns. 

When I think about measurement gone wrong, my first question is typically about the marketer, not the KPI. All KPIs can be useful, assuming your measurement is scalable (i.e., it doesn’t take a week to do the analysis) and you are using them appropriately (i.e., context is everything). That said, here are some metrics that I generally find less material to understanding the health of the business: 1. Impressions/Followers/Engagement: In a world overrun by bots, ad impressions, social media followers, and engagement metrics have become less relevant. You’d be surprised how many companies with massive social media followings built their audiences by purchasing cheap likes from engagement farms. 2. Frontend Email Metrics: Between email preview panes skewing results and well-documented issues stemming from privacy updates introduced in iOS 15, open rates have become far less relevant in recent years and are no longer sufficient to understand if your message is resonating. 3. CPL & Raw Lead Metrics Without Context: Lots of marketers fall into the trap of driving down CPL at the expense of lead quality. There's no faster way to lose the trust of your sales colleagues than flooding them with low-quality leads & expecting them to convert.

Having transferrable skills and being able to show examples that tie into the specific job requirements will help convince the hiring manager that you are the right candidate. If you have an extensive marketing background, you already have a leg up on your fellow peers. Demand generation encompasses a lot of different skills (analytics, project management, communication, understanding of marketing principles and channels, etc). If you look back on your experience, I'm certain that you can find some connections.

It’s crucial for Demand Generation professionals to see how their contributions align with larger company goals and strategy. This fosters a sense of purpose and keeps them invested in the organization’s success. Given the cross-functional nature of the role, offer senior team members the opportunity to lead strategic workstreams rather than being limited to tactical execution. This not only increases their impact but also enhances their leadership skills and long-term career prospects. To retain top Demand Generation talent, provide a clear career path with opportunities for growth. Ensure they are continuously challenged with stretch projects that expand their skill set and keep them engaged. While empowerment is key, leadership must also offer necessary support and “air cover” to help them navigate obstacles effectively. By fostering growth, empowerment, and strategic involvement, you create an environment where top talent feels valued and motivated to stay.

This has changed depending on the company I've been a part of, and the strategy of that company. I've seen a few models, which have included: 1. Global Demand Generation & Regional Field Marketing - Demand Generation is responsible for overall, global marketing for products, while Field Marketing is focused on specific regions, dedicated to localizing campaigns and handling in-country events. 2. Demand Generation & Account-Based Marketing - Demand Generation is focused on a 1:Many approach, usually through advertising, virtual events, webinars, and website optimization. The ABM team carves out a small group of high-value accounts to receive dedicated messaging and high-touch campaigns. 3. Demand Generation & Corporate Marketing - Demand Generation handles all marketing programs, but works with specialists across marketing to make those programs happen. These might be website specialists, social media specialists, designers, or digital marketers. DG ensures the specialists have what they need to post or run their channels. 4. Just Demand Generation - Usually found in a smaller company, in this model DG handles everything related to programs and managing the channels. They might work with external contractors or another in-house marketer for help with areas where they are not the expert. While model 4 is seen more often in smaller organizations, each of the other models can fit multiple people in multiple roles with varying responsibilities. Success should always be measured the same way - on pipeline and revenue, and the leading indicators (such as leads) that bring these two outcomes about.

IMO there are a few key ingredients to influence others: 1. Credibility - show that you've done your homework and back it up with relevant experience and data. 2. Trust - toughest to earn, easiest to lose. It grows when you deliver consistently and respect their priorities, not just yours. 3. Patience - building the right relationships takes time and consistency. You’re playing a long game. The approach to drive influence will vary based on the company's operating principles, size, and the scope of your role. One tactic I love is mapping stakeholders with a power-interest matrix: * High power, high interest → Engage deeply. * High power, low interest → Keep informed and occasionally engage * Low power, high interest → Keep engaged, leverage as advocates. * Low power, low interest →Touch base as needed Take the time to connect with your stakeholders - both personally and professionally. Get to know their world: their experiences, pain points, and challenges. The more you understand, the better you can spot opportunities for win-win outcomes.

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.

I approach every discussion with every stakeholder from the perspective that we’re partners. We’re working towards the same goals and have respect for each other and our respective functions. We’re all in the same boat and want to row in the same direction. For every conversation, it’s important to enter with confidence and subject matter expertise, but with the grounding knowledge that everyone is on the same team, supporting each other as partners. Some of the best feedback I’ve received in my career is to leave any defensive mechanisms at the door, always go in with an open mind, and embrace the concept of partnership for swifter progress. Partnerships and conversations vary, so it’s crucial to tailor your stakeholder management approach accordingly.