CAC
I've written about this topic a lot over the years, but never before integrated my ideas into a single high-level piece that not only provides a solution to the problem, but also derives it from first principles. That's what I'll do today. If you&
Demandgen
My marketing professor once said, The answer to every marketing question is, "It depends." Thus, the important part is knowing on what. So, how do you calculate the cost/opportunity? Well, it depends! On what? On the specific question you're trying to answer. When people ask
Demandgen
Why is it that when we want to add an account executive (AE) to the plan, we always think about some ratios but not others? For example, most people think: Boom! Then we're going to need: * 2/3rds of an sales consultant (SC) * 1/3rd of a sales
Branding
I’m late with this year’s predictions post because I’ve discovered that writing while recovering from knee surgery, zonked on painkillers, is a surprisingly difficult endeavor. Onward, through the fog. And apologies for the delay. I’m always humbled by the act of making predictions. A few months
Demandgen
"How's it going at StartCo?" I asked. "Great," the CMO replied. "We hit 105% of our pipeline generation (pipegen) goals last quarter, and with a healthy pipe/spend ratio of above 10." "Nice," I said. "How is sales doing?
Demandgen
I had a lightbulb moment in the car yesterday listening to the Revenue Vitals podcast. It wasn't a flash of insight so much as a flash of synthesis. I've been driving a lot lately, so I also had time to listen to the amazing Acquired podcast,
Demandgen
Let’s say you’re a CEO. You don’t come from a marketing background. At every quarterly business review (QBR) and board meeting, your marketing head presents a chart like this: What happens next? More than likely, after 10 or 15 minutes of effectively random probes into this minefield
AR
Using the Marketing Fundamental Tension Quadrant to Map Your Demandgen and Communications Strategy Years ago I wrote a post on what I call the fundamental tension in marketing: the gap between what we want to say and what our audience wants to hear. For example, let's say we&
Demandgen
I hopped over to London a few weeks back to visit my friends at Balderton Capital (where I'm now working as an EIR) and during the visit we decided to host a meetup for portfolio company founders, CEOs, and CMOs to discuss the question of how to build
Demandgen
I've mentioned this idea a few times of late (e.g., my previous post, my SaaStock EMEA presentation) [1] and I've had some follow-up questions from readers, so I thought I'd do a quick post on the subject. Back in the day at Salesforce,
CEO
"Data, data everywhere. Nor any drop to drink." -- adapted from Samuel Taylor Coleridge [2] In a world where many executives are overwhelmed with sales and marketing metrics -- from MQL generation to pipeline analysis to close-rates and everything in between -- I am writing this post in
Demandgen
The other day I read a book on account-based marketing (ABM), entitled ABM is B2B, and I must say I disliked it. Capital D disliked. My Thoughts on the Book: ABM is B2B Why? It struck me as the kind of buzzword-laden, hype-filled, superficial-case-study-driven, strawman-arguing, compound-adjective-using [1] marketing book that