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 break out the DG metrics into two groups: 1. Demand generation Here I focused on generating demand through "push" campaigns to our ICP accounts. I call this "push" because I am essentially shoving our ads in front of folks who never asked for it. I look at things like ad impressions, CTR, engagement rates, and conversions. From an ABM perspective, I look at the same ad metrics, but I also look at account view-through rates (the % of accounts who've seen my ads and then visit our website by other means), intent signal increases, and funnel progression. Holistically, I want to ensure we are driving the right level of engagement to accounts on our target account list. Within our target account list, I want to make sure, period over period, I am creating awareness & demand at the same accounts our outbound teams are working so they have a higher rate of turning emails and calls into conversations. 2. Demand capture Here I focus on capturing demand through our "pull" campaigns to audiences that already have existing demand for our solutions. These are paid search, review websites, and content syndication with intent signals. The metrics I look for here are pure lead capture and lead nurture into MQLs that I can hand over to our sales teams to work. I review these metrics daily, but only when I see anomalies that last more than 3 days do I actually take action. On a weekly, monthly, and quarterly basis, we review the demand gen machine by channel (paid search, paid social, organic, direct, etc.), then break it out by campaign, down to the utm_term level and ultimately follow these down to revenue and LTV:CAC. The intent here is to analyze the numbers to surface insights and propose action items for the month or quarter.

Marketing cannot close business without sales. Sales is the most important partner to marketing, ABM or not. While you can gain the support of the leadership teams, sales ops, etc, if you don't have your sales team onboard with your plans, you will not succeed. Bring your sales team into the process early and keep them informed ia regular status updates (bi-weekly, monthly, or quarterly). Highlight your wins and your losses.

In the Demand Generation world, KPI's are ever-evolving but one always remains consistent - "to drive marketing pipeline for the business." When starting out your career in DG, KPI's will be decided by your MLT team and assigned dependent on the annual, bi-annual or quarterly goals. Some of the most common may be dependent on: - a low performing product line needing a boost - a regional team needing pipeline assistance - or a channel needing support As you grow into DG leadership, additional KPI's come into play around driving better ROIs on campaigns, driving down business costs, while delivering additional pipeline, as well as employee development for your team.

This question has a lot to unpack. Influencing change takes a LOT of time, but I would recommend starting with first principles. 3 things I would start with: * I gotta say marketing sure did a good job of marketing ourselves! However, “ABM” is not a marketing thing; it’s a holistic revenue strategy. The first thing I usually do is internally rebrand “Accunt-Based Marketing” to be a target account strategy. * “Seek first to understand.” That will mean building relationships cross-functionally to establish trust and credibility. You’ll need key stakeholders to advocate for this strategy when you’re not in the room. Understand what’s important to those teams first: whether sales, e-staff, revenue ops, customer success, and product. * With Sales & Customer Success: Learn how they are approaching their accounts today. What’s working well for them, what do they need help with? What account insights can you surface that they wouldn’t otherwise have? * With Product / Product Marketing: How does the voice of the customer inform product development? What market trends are you seeing from your ICP? * With revenue ops: Depending on the maturity of the organization, you’ll need their alignment to identify ICP criteria to build out target account lists and partner on campaign measurement. This account-centric view will require a different way of measuring traditional lead > opportunity reporting. Can we measure account engagement today? * For Finance: You’ll need their support for any new budget, which means you’ll need to do some math to speak their language. Can you show them customer acquisition costs (CAC) for target accounts vs. non-target accounts? * Then, you’ll likely need to show results before you tell. Introduce an experiment that you can manage without fancy technology. Start with a hypothesis around a very crisply defined account list, brainstorm with others around a mix of tactics / messages / channels that you can measure, and chip away to learn what works. Share progress often.

Growth marketing and demand generation are both essential facets of a comprehensive marketing strategy an while there are some similarities, they focus on different areas, utilize unique tactics and are measured differently. Here’s how I think about it and would break down the differences: Scope and Focus * Growth Marketing: It is a broader strategy that encompasses a wide range of tactics and channels to not only attract customers but also retain them, aiming to increase the lifetime value (net retention rate) of customers and foster brand advocacy. It involves a data-driven approach to all aspects of the customer lifecycle — a combination of customer acquisition, expansion and retention with a focus on revenue at all stages. * Demand Generation: This is more focused on generating interest and awareness about the company's products or services. The primary goal is to create a demand for the product in the market, targeting potential customers at the top and middle of the sales funnel. Tactics and Strategies * Growth Marketing: Utilizes a mix of content marketing, SEO, social media marketing, email marketing, A/B testing, and more, aiming to grow the business sustainably through iterative improvements and experiments. * Demand Generation: Involves tactics like inbound marketing, content creation, paid advertising, webinars, and events to stir interest and create buzz around the product or service in the market. Metrics and KPIs * Growth Marketing: Measures success using a variety of metrics including Customer Lifetime Value (CLV), retention rate, churn rate, and Net Promoter Score (NPS), focusing on long-term growth. * Demand Generation: Focuses on short-term metrics such as lead generation, conversion rates, and the number of new opportunities created, tracking the immediate impact of campaigns on generating interest and demand. Target Audience * Growth Marketing: Targets a broader audience, including prospects, existing customers, and even past customers, aiming to nurture relationships and build a community around the brand. * Demand Generation: Primarily targets potential customers, focusing on attracting quality leads that can be nurtured into customers, usually working at the top of the sales funnel. Customer Journey * Growth Marketing: Engages customers at every stage of the customer journey, from awareness to advocacy, focusing on providing value and building long-term relationships. * Demand Generation: Focuses mainly on the early stages of the customer journey, aiming to create awareness and generate interest to move potential customers through the sales funnel. In summary, while there is an overlap between growth marketing and demand generation, growth marketing has a broader scope, focusing on long-term sustainable growth through customer acquisition, expansion and retention, while demand generation is more centered on generating interest and creating a demand for the products or services in the market.

My biggest frustration is the fact that sometimes programs work really well and then two months later, that same program will just not work. It's tough when you forecast a certain volume of new names or registrants coming in and it doesn't hit. There are some factors that influence this like seasonality (summer time or holiday months can influence the effectiveness of a program) or world events like a pandemic. While this is a frustration, it is the reason why demand gen leaders should have a good mix of programs every month/quarter in order to hit their pipeline goals, because that program you are banking on just may not hit.

I think the relationship with Sales should be seen as a Partnership where both sides have insights to deliver to one another (not just a one-way relatinoship where Marketing delivers Leads). This partnership should be built on trust and understanding. I was lucky to have done a Field Marketing role prior to leading Global Campaigns when I was at Google, and what I learned during that initial role is that Sales knows the field better than anyone. They understand what content resonates with prospects/customers, what competitors are doing to appease these audiences and what our brand's key differentiators can be, and what a target audiences' true painpoints are. Some best practices I found in striking a strong relationship with Sales are: * Have common goals: At the end of the day, Marketing and Sales all have the same goal -- increase revenue for the company. How each team goes about that is where we differ. Ensuring there's a strong handoff from Marketing Qualified Lead to a Sales Accepted Lead is critical. Also making sure Marketing is providing the right tools for Sales to take that Lead to the finish line is where the Marketing/Sales partnership can either fall flat or succeed. * Educate them & Make them a co-partner in your work: I co-created a Sales Council that met monthly where it was a two-fold experience: 1) educating Sales on what Marketing did so they understood we did more than just Events and 2) gathering their feedback on messaging, upcoming campaigns, and more. * Lean on their expertise to improve meessaging: I was charged with building Sales scripts for Inside Sales teams as a first touch for a Marketing Qualified Lead. I was the expert in the campaign but not necessarily the expert in the ideal length of a LinkedIn InMail or a first-touch email. So I often went to Sales colleagues I had a strong relationship with and would ask for them to review the messaging and gather tips on how to improve it. * Keep them in the loop: I would often meet with Sales Directors and other Sales Specialists to share campaign reporting and where we were looking to pilot or optimize the flow. Often times, Sales does not fully understand the Marketing funnel or how it works. So it's great to educate them on general reporting and areas that need improvement. Sometimes I would find myself brainstorming tactics with them that we employed in the campaign as a pilot and they would show success. 

For ad-hoc campaigns, we typically would either repeat and iterate if it’s performing well or kill it if it’s not. Even if it’s not performing well, we would take that learning to inform future campaign strategy or other workstreams. Typically, we monitor performance throughout the campaign flight to make optimization. For example, we recently launched a lead gen campaign driving customers to book a call with a rep upon qualifying. Because users may not be familiar with our products, we launched a standalone page to provide overview and a separate form page so we can integrate the scheduling tool using another platform. One week post launch, the data shows that there was a huge drop-off from the first landing page to the form page itself. We had to make an immediate decision to reduce the steps in the user journey and drive users to the form page directly. After updating the backend user logic and content on the form page, we made the change and saw a significant uplift in form submission conversion. However, there isn’t too much increase in the number of calls scheduled. For this campaign, our recommendation would be to kill it but we plan to repurpose the integration we have done and benchmarks collected to inform an upcoming market expansion GTM approach.

When addressing alignment with executive stakeholders it is important to drive clear goals, KPIs, RACIs, and a strategy that outlines the pros and cons. This can include the following: 1. Goal alignment: You need to align with both stakeholders up front on the core problem we are trying to solve. By driving this alignment you ensure that everyone is on the same page around the goals we are trying to achieve. Without this, your strategy won’t align. 2. Organized swimlanes: It is important to build a RACI with an ultimate decision maker, including who can make the final decision and escalation paths as needed if these two stakeholders disagree. 3. Influencer mindset alignment: It is your job to understand their core KPIs and business needs, which you can highlight in the options you share. This includes their personal and professional drivers, which may influence their decision-making later in the process. 4. A company-first strategy: The proposed strategy should include the pros, cons, and risks. Different leaders may assign different values to each of these areas. Ideally, you align these to your company or organization's priorities to make it easier to see from a company-first perspective. Ultimately, when you provide a suggested strategy, it should be the one that provides the overall company with the least amount of risk meeting the core objectives you agreed to solve for. If needed, you can use the escalation paths in your RACI, but ideally, doing the upfront alignment will be needed less often.