B2B Excellence - The biggest challenge with an effective measurement

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We include the perspectives from a variety of enterprise marketers, stories from fast-growth businesses challenging the conventional ways of working and thinking, and the top 1% of B2B marketers shaping modern-day practices.

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Point One -?“The biggest challenge with an effective measurement is not tech, it’s culture.”?

The biggest challenge with an effective measurement is not tech, it’s culture.

Culture drives short-termism.

Culture drives ingrained behaviours and failure to embrace change.

Culture rewards for its belief in measurement of success.

Culture dictates measurement.

Measurement dictates your GTM motion.

When you're measured by poorly defined descriptions of leads, your marketing org and their agencies will deliver leads.

Pay rises and promotions are based on a good job, a good job represented by delivering “leads”.

Agencies are rewarding and appraised based on delivering leads.

So, they deliver leads.

This is a vicious circle, one where no one is incentivised to challenge the status quo and historical ways of working.?

This will deliver results, but at the cost of huge inefficiencies, subpar growth metrics and minimal ROI on your marketing investment.?

Be brave.?

Question historical ways of working and measurement.?

Embrace modern-day B2B marketing.

And be the internal face of transformation.

Original Source - Post by Chris Peters

Point Two -?“ABM isn’t about leads”

“This whole approach is about adapting to the buyer journey, without jumping at people and forcing them to buy when they're not ready - but giving them time to know your product and raise their hand when it's grown on them.”

If you’re evolving your GTM motion to take into account the buyer's journey, why would you flip your approach because it’s ABM?

Often, we view ABM as an approach to home in on specific accounts, but we default back to legacy ways and treat this as an opportunity to enforce short-term conversion tactics.

I like this sensible framework.

It takes into account marketing’s key role, whilst providing guardrails on its influence on key revenue metrics, it has realistic timelines, but includes key business growth focus metrics.

Original Source

Point Three - Most important role for CMO’s

This research from the folks over at LinkedIn kicked up a stir with over 50 comments challenging the omission of key skills or the weighting behind the importance of their list, which deprive from research.

What’s missing?

No place for customer insights, the value of being sales driven is expected to diminish in value in the future and no specific call out for leadership, just to name a few.

What’s missing or do you agree?

Original Source

Conversations or articles I liked this week

The challenges of brand positioning?

Self-reporting attribution can be as misleading as last click attribution

What category design actually means

How do you grow a horizontal product if you're a startup

Why brand is a key differentiator?

The real problem with trying to focus marketing efforts on finding “in-market” buyers is that you’re usually too late.

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