Abhishek GP
Abhishek GP
Freshworks Inbound GrowthDecember 1
I believe that all integrated campaigns should exist to drive pipeline & revenue (there is an exception though: when this is not true is when you are creating a category). The biggest difference between these two goals is the volume and the type of buyers you choose to ignore or add to your campaign strategy. For example, an integrated campaign strategy that is focused on meeting pipe goals (assuming limited funds) is focused (more) on two buyer stages - Consideration & Intent. It therefore already assumes that the majority of buyers are aware of the product category and the existence of possible solutions in the market. * Your biggest leverage point here is to make yourself known in specific buying situations (eg. 'we are an affordable alternative to XYZ', 'we are easier to use compared to ABC'). Think of these as inputs to your ad creatives, content assets, etc. * You contain these seemingly disparate buying situations into a 'Campaign theme', a singular go-to-market messaging that focuses the collective energy of all GTM teams in your organization * You now create the right mix of offers that get your buyers to self-select themselves into the demand funnel. What is the type and number of webinars, owned vs 3rd party events, content assets, Demos, Free Trials, Free for forever plan, etc? * You develop a media plan that lays out these offers in a certain sequence, and the time period and is promoted using specific tactics. Since your focus is pipe-gen, it's important to have an educated pov on gated vs ungated content strategy. This, usually, is not as big a concern area in a Brand marketing campaign.
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2559 Views
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Kathy O'Donnell
Kathy O'Donnell
Gong Senior Director, EMEA MarketingDecember 20
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.
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2412 Views
Sruthi Kumar
Sruthi Kumar
Notion Account-Based Marketing - Lead | Formerly SendosoAugust 9
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!
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2193 Views
Sierra Summers
Sierra Summers
Albertsons Companies Director of B2B MarketingJanuary 18
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? 
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1922 Views
Micha Hershman
Micha Hershman
JumpCloud Chief Marketing Officer | Formerly Envoy, Eventbrite, Brightroll, Animation Mentor, Dark Horse Comics, Borders GroupJune 19
Great question. Difficult to answer, without knowing more about you as a human (feel free to reach out to me on LI and we can chat more specifically). That said, here is my general thinking on the subject: First, leverage your experience. You sales background is a huge asset. Use your experiences to help the Marketing team get a better understanding of customer pain points, buyer personas, and the nuances of the sales funnel. Your team will find your knowledge to be invaluable in crafting effective demand generation strategies that resonate with potential customers. That said, you will have a lot to learn about how the function of "demand generation" works. * Digital Marketing: Learn about SEO, SEM, social media marketing, and content marketing. This is often the largest discretionary spend in your entire company. Experts here command executive attention, have a huge impact on spending decisions and can make or break your top of funnel volume. * Marketing Automation Tools: Get hands-on experience with tools like HubSpot, Marketo, or Pardot. Learn how scoring works. Get a sense of how email campaigns are developed, what your marketable database looks like, and how you can help the team improve their segmentation efforts. * Data Analysis: Marketing data is adjacent to Sales data, but it's a whole new pile of stuff (100's of metrics across the different parts of the org) to learn. Get a sense of what matters most and what are nice to do metrics. Develop skills in analyzing data to understand campaign performance and ROI. * Content Creation: Work with the content team to understand the machinery. How does content marketing generate leads? What content is mapped to what stage? How is that content scored? You can be a big help here; help the team brainstorm new and relevant topics at the awareness, consideration and decision stages. Help the PMM team develop one pagers for sellers that actually matter. I'd suggest that you work to deepen your understanding of the customer journey from awareness to decision. Spend some time with the PMM team, growth team, or your lifecycle marketing person. Get a sense of how your organization creates create touch points that guide potential customers through the funnel will be essential in a demand generation role. What are the "aha" moments in your product that signal a potential long-term paying customer? How many touches in your SDR sequences or in your marketing nurture emails. One interesting, big concept to consider: How can you start to shift your focus from individual sales (1:1) to broader, more programmatic marketing strategies (1:Many). Consider how you can leverage what you know, and how you can apply it at scale, to attract, engage, and convert leads to closed won. Making this mental shift will be critical to your success in Marketing and Demand Generation. This is a big one, a mandatory IMO. Please please please please please communicate your career aspirations with your current manager or HR department. You need to find the right balance between being direct but non-threatening. You want them to know what you want and when, but not make them feel like you have checked out or are not worth continuing to advocate for and invest in. Managing this carefully will be key to making a smooth transition between roles. The marketing landscape is constantly evolving. Stay curious, keep learning, and be adaptable to new tools and trends in demand generation. Attend events, participate in webinars, and read read read read read everything you can get your hands on. Continuous improvement will be key to your long-term success, whatever path you choose to pursue. Of course, I'd be remiss if I did not suggest you work to connect with professionals who are already in demand generation roles. You can't go wrong seeking mentorship from experienced colleagues and industry experts. Their guidance can provide valuable insights and help you navigate the transition smoothly. Some thoughts if you are still in your Sales role: Demonstrate your capability and interest in demand generation. Spend some time with your DG partners. Offer to assist with marketing campaigns, contribute to content creation, and help with lead nurturing efforts. Showcase your company knowledge, your proactive approach and you're going to win both kudos and a better chance at landing a Marketing role. Finally, I'd recommend working to build your "T-shaped career." A generalists breadth and broad understanding of marketing concepts will help you accelerate and become successful and valuable in smaller companies. As you grow, you'll develop the long leg of that "T" - your specialization. This will become more and more important as you grow in seniority and look to take on more senior roles. Companies usually hire because they have a problem they want to address, and they are looking for folks who have specialties in addressing them. This WILL become a huge part of your later career value proposition, so start thinking about it now.
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718 Views
Nicolette Konkol
Nicolette Konkol
Morningstar Global Head of Demand Generation | Formerly Ariba, Taleo, ShowpadOctober 5
* Make sure reporting is set up to measure what’s important and is agreed upon across sales & marketing * You can’t wait till the martech stack is built or the website is perfect or your strategy is complete to start generating demand. You’re going to have to build the race car while you are racing. You need to capture/generate demand while you are standing up new process, getting new martech in place, etc. * Set up a regular cadence of communication with your stakeholders- actively setting and managing expectations with your stakeholders is key to building trust.
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1399 Views
Sheridan Gaenger
Sheridan Gaenger
Own VP of Growth MarketingOctober 24
There is no other way. If you’re not going to invest in intent data, then don’t try to do ABM, you’ll waste money and employee calories. I’ve heard companies say “oh we will just focus our efforts on our ICP” Yes, of course, knowing what accounts have the most propensity to buy is critical. But where they are in their journey is just as critical. Intent data in your Account-Based Marketing (ABM) model is like having a crystal ball that helps you see which potential customers are genuinely interested in what you offer. Here's why it's important * Relevance: It helps you find and focus on businesses that are actively looking for products or solutions like yours. So, you're not wasting your time on those who aren't interested. This is why I love tools like 6Sense and Qualified. * Personalization and customization: Customize for your audiences! With intent data, you can customize your messages and content to fit exactly what these companies are looking for. It's giving them exactly what they want. Messaging for emails, ads, Outreach snippets, landing pages, all of it. * Priority: It lets you know which businesses are most likely to buy soon, so you can put your energy into them first. * The words that matter: It guides you on what to write and talk about. You create content that speaks to their needs and questions, making them more likely to choose you. * Timing: It tells you when they're most ready to hear from you, increasing your chances of making a sale. * Smart Decisions: You're not just guessing; you're using data to make your ABM strategy better, helping you make your marketing and sales work even smarter and work better together. In simple terms, intent data is the best kept secret that shouldn't be a secret in ABM, helping you find the right customers, talk to them in a way they like, and make your business grow faster.
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1288 Views
Kayla Rockwell
Kayla Rockwell
Databricks Senior Group Manager, Demand GenerationAugust 4
The best candidates have a ruthless attention to detail, this is by far the most important trait in my view. Without it planning, managing, executing, and scaling campaigns becomes nearly impossible. Additionally stellar demand gen team members understand the importance of building true cross-functional relationships. I encourage new members to take the first half of all regularly scheduled 1 on1s to chat about non-work related things, and really get to know your PMM, MOPS, web, paid counterparts. As campaign managers we rely on other teams to get work dones and sometimes on short notice, strong relationships will help you deliver.
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889 Views
Joann Guo
Joann Guo
Spotify Associate Director, Growth MarketingOctober 27
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.
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1735 Views
Eric Martin
Eric Martin
Stack Overflow Vice President, Demand GenerationSeptember 7
The leap from manager-level to director-level demand gen leadership might be one of the biggest lifts in career development. Being a manager, coaching, and making sure your team is performing well and achieving goals are manager-level skills. Being able to develop a vision, strategy and creating a plan to executing on it is director-level. Directors are often given more substantial resources and budgets, and therefore held accountable at a higher level much more often. I think one of the most overlooked skills needed to leap from manager to director is effective executive-level communication. From a people development perspective, it's possible you'll also have direct reports with direct reports - so you'll need to help them guide and coach their own teams.
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804 Views