Moon Kang 🚀

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 oth ...Read More

OOH is admittedly something I am not too experienced in. In the past, I've run geofenced display and paid social ads but those were more or less attributable to that region, so it was a hybrid OOH and digital campaign (probably closer to a directly attributable digital campaign).  However, my approach is always to be as close to attributable as possible. I would try my best to figure out where my target audience is and partner with vendors that can allow me to serve impressions there. For exampl ...Read More

1. Cost per $1 of pipeline I see a lot of teams simply focus on cost per lead, then cost per opp, then cost per closed won -- but when you look at cost per $1 of pipeline, or even better, cost per $1 of annual recurring revenue, you will start to understand how efficient your demand gen machine is and where you need to turn the dials for maximum efficiency. ie. targeting more up market to pay a higher cost per lead, and higher cost per opp, but a lower cost per $1 of pipeline because the deal is ...Read More

I would consider data and metrics to be synonymous in most cases, however, if I had to define it individually, I'd say data is the raw format of all the little quantitative metrics we are collecting on an individual, company, or campaign. Metrics are a bit more aligned to the quantitative data that I want to see because it's important for the analysis. For example, raw data might contain page views, sessions, new users, returning users, conversions, cost per conversion, and conversion value. The ...Read More

I think strategies like ABM are decided upon when you identify a strong, core ICP that you can trust both quantitatively and qualitatively. ABM requires a solid ICP to understand who to go after but strong qualitative feedback from sales leadership validates and supports that ICP. When you have that ICP and both sales & marketing believe in that profile, you decide that your tier 1 and 2 accounts are the only accounts that meet the ICP.  Some things that I'd look at to determine ICP (which w ...Read More

The demand gen team is goaled on inbound stage 2 Salesforce opportunities. Not only do we need to create demand, but we also have to capture it, nurture it, and progress it down the sale funnel, all while increasing velocity by removing friction at every stage of the prospects' journey.  The inbound stage 2 Salesforce goal is determined by our revenue goals. We work backward from what revenue we need to hit our corporate goals. We then look at the Salesforce opportunity progression percentages t ...Read More

Yes. It's nothing out of this world -- typical UTM parameters pass all the way through to the contact record, which, when an opportunity is created on the same account, passes through to the opportunity record, which we follow all the way down to closed-won. We then look at LTV:CAC down to the utm_term level to see which paid search terms drove actual revenue/ARR. I do this for all paid initiatives.  For non-paid initiatives, we tie it to the "journey" or asset level. What original touch point g ...Read More

Some of the insights I've seen that led to direct action items are misalignment on lead follow-up and poor multi-threading practices.  If a lead comes in after seeing an ad about purple bananas, searches on Google for "purple bananas" and clicks on our ad that claims we have the best purple bananas in the biz, and the person requests a demo to see our purple bananas in action, we need to ensure our first-touch sales follow-up reinforces that intent and share how excited we are to schedule a demo ...Read More

I can share two particularly successful campaigns. One is a bit boring and obvious and the other was an interesting and fun one for me.  1. The boring one: It was a product launch for a consumer electronics brand. The product was a Bluetooth headphone launching in 1 week and we sent an email blast to the entire customer list minus those who had recently purchased a headset less than 30 days ago. The header image was a beautiful image and the reason why I say this one is boring is because I didn' ...Read More

I believe a successful structure requires a robust data analyst on both Marketing and RevOps. The RevOps analyst is very important because they decide, based on the company's revenue goals, how many various SFDC stages are needed to hit that goal. They understand the stages and their progression rates (i.e., Stage 1 to Stage 2 rate, Stage 3 to close) to properly define how many opps are needed to hit their goals. They are too far removed from the marketing operations and marketing campaigns to d ...Read More