B2B marketing can be an incredibly powerful revenue growth engine. But in many companies, many internal factors conspire to sabotage B2B marketing’s ability to grow revenue.
In this video, you’ll learn how B2B marketing grows revenue, how to structure your marketing and sales teams, and what optimizing B2B marketing around revenue growth looks like.
In many companies, leadership’s ignorance and arrogance of modern marketing best practices completely sabotage marketing professionals’ ability to impact revenue growth.
This blockage point becomes especially problematic because of three factors:
- Gartner found that 83% of a typical B2B purchase decision -- researching, comparing options, and evaluating pricing -- happens before a potential buyer engages with a vendor.
- McKinsey & Company discovered that 70% to 80% of B2B decision-makers now prefer to make decisions digitally.
- In its B2B Thought Leadership Impact Report, LinkedIn in partnership with Edelman, concluded that “thought leadership remains critical to customer engagement but breaking through the noise is harder than ever.”
In this digitally-transformed world, where so much globalization, hypercompetition, commoditization, and technology-driven disruption impact so many startups.
Your marketing leader needs to be on equal footing in your company with your sales leader -- as a peer
Not as an order-taker or gofer.
Merriam-Webster defines a gofer as “an employee whose duties include running errands: lackey.”)
Instead, marketing can only truly help the business as a whole and architect and deliver a game-changing world-class customer experience when it has the autonomy and resources to get meaningful stuff done.
However, in many startups, scaleups, and small businesses, you see a Chief Revenue Officer (CRO) but no Chief Marketing Officer (CMO). Just a marketing director or marketing manager.
Or if your board likes to play games with title deflation as a handcuffing technique, you see a VP of Sales but no VP of Marketing -- just a marketing manager.
Or for a venture-backed Series A company where founders either despise or don’t understand marketing, you end up with a Chief Revenue Officer and a Head of Marketing -- whatever the heck “Head of” actually means.
And that’s precisely the problem:
The Chief Revenue Officer gets a budget for scaling revenue and determines what scraps, crumbs, or leftovers get allocated for an entry- to mid-level marketing hire.
And no matter how much you’re pounding the table on how critical content and thought leadership is to your company’s growth.
The Chief Revenue Officer demands another $50,000 for bigger and better swag and another $100,000 for a bigger booth at the trade show.
No content manager, videographer, graphic designer, search, or social media expert gets hired.
Just make do with some ad-hoc freelancers or dirt-cheap gig economy workers.
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