Abhishek GP

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 theref ...Read More

Your buyer's journey as well as your demand funnel, play a key role in this decision. First set of channels & tactics: A rule of thumb that has worked for me when launching a campaign is to select the channel(s) that provide the widest audience reach. I've consistently observed that 'Audience reach' & 'Frequency of reach' have had a clear impact on overall campaign performance (qualified lead volume and pipeline).  But the way I think about 'Reach' is that it is a necessary, not a suffic ...Read More

Let's first define an 'integrated campaign' approach.  At its core, the 'Integrated' approach implies three things - knowing and using the buyer's journey as the premise to building the marketing strategy, aiming for consistency in marketing across touchpoints & sequencing your messaging across these touchpoints A 'campaign' is nothing but a coordinated set of assets & tactics to help your buyers progress from Awareness to Consideration to Decision. The other underrated impact of a campa ...Read More

Here are the four most important parameters that determine your Channel strategy when designing an Integrated Campaign.  1. Who? - Audience Are you talking to developers, end-users, or decision-makers?  How large is the buying group for your product?  Is your product a single or multi-department purchase? 2. Why? - Marketing objective Is your campaign objective creating awareness, building pipeline, or accelerating pipeline? Each objective dictates the count of audience you have available to tar ...Read More

Strategies usually get defined bi-annually or annually and most of us don't have complete influence and control on what gets defined. So allow me to stray a bit and take this opportunity to share some 'tactics' that have worked for me.  1. Do you use common vocabulary? You will be surprised how many salespeople in your organization don't understand the difference between an 'acquired contact' and a 'marketing qualified lead'. Many times, this could be attributed to a combination of a lack of com ...Read More

My role evolved as the organization grew from $100 mil ARR to ~4X the size today. In earlier days, our GTM motion was primarily PLG. I was measured on Qualified Traffic as a leading KPI, and Trial volume and Sales CVR% as the lag KPIs. Today, we have a twin GTM engine - PLG & Direct Sales model. My role and success parameters have evolved accordingly. I'm measured on Marketing sourced and influenced pipeline. The leading metrics are Trial volume and # of accounts displaying category intent a ...Read More

100%. A rule of thumb that has been helpful for me is that your organization's primary Go-to-market motion defines the primary and secondary stakeholders that you interact with. For each stakeholder, it's essential to define a commonly agreed-upon success criterion/criteria that make both teams successful. Most of your discussions with the stakeholder would hover around this chosen set of criteria.  a) In a Product-led Growth model, Product Management is one of the two primary stakeholders (the ...Read More

I am fortunate to be a part of a journey where both the span and the scope of what a Demand generation team does have evolved over time. In my experience, the role of what a Demand gen team does will and should change as the organization matures. In the early days, in most orgs, Demand gen manages all things that touch a buyer - SEO, Website, Performance marketing, and Content marketing. As the org evolves, the role gets elevated in a few areas but leaner in others. For example, the concept of I ...Read More

When starting a new demand generation role, having a structured game plan for your first 90 days can make the difference between impact and chaos. Here's a framework that's worked well for me:Month 1: Get Smart & Align The first month should be all about listening and learning. Start by sitting down with members of the sales leadership team to understand what's working, what's not, and where they see the biggest gaps in the pipeline. Spend significant time with channel leads (Paid, SEO, Emai ...Read More

When transitioning from a company with established demand generation to one where you're building it from the ground up, you should expect several significant differences: Resourcing  You should expect to find yourself evaluating the true state of available resources. This is precisely why you've been hired - to build and optimize: Data visibility limitations - Basic information like conversion rates, customer acquisition costs, or even clean prospect lists may need development Tech stack opport ...Read More