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Your GTM Strategy: Demand Creation vs Demand Capture - Insightly

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  1. Why is that model broken? And what is demand creation? What’s the other path? Yeah, so let’s go back in time. So I think this is really interesting because when you go back in history, you can see why these things were created and then you can look into the future and say the assumptions of why we created this in the first place no longer exists. We should change what we’re doing. And so let’s think back to, you know,. I worked at a B2B company in 2012, and besides doing a webinar every once in a while and building some trade show booths the marketing team did nothing to drive actual demand, and that’s what was happening for. B2B companies for the most part in 2012 and forward. And so what happened and typically you didn’t have like an AE and an SDR and a solutions consultant, and a customer success manager and all that stuff. What did you have? You had one person that was responsible for selling the deals, account managing the deals, expanding the deals, and that was their overall role. They were more like a territory manager than an AE. And so in that specific situation, when the marketing team wasn’t bringing any demand in, the salesperson was responsible for going out, engaging with the people, educating them and creating demand, then capturing the demand into a sales meeting, then closing it, then having them be successful, then expanding it. And so the sales rep was basically responsible for the entire cycle, which is the mindset that a lot of people bring about why sales is so important. And I think why sales gets commission the way that they do still, which may not make sense anymore today. And then what happened is, oh, marketing needs to drive in the 2012 2015. Marketing needs to be able to drive ROI, we’re not able to measure anything. They need to be able to do these things.. So what happened? “Smart salespeople are posting on LinkedIn to their target customer to drive awareness, to get inbound DMs, to start conversations, to build a personal brand.” But it’s not exactly what a marketing team did in the assembly line lead generation system. So you can see that smart companies are already moving to this all-bound integrated revenue team. The problem is that they still use the assembly line lead generation metrics. And so it prevents, it de-incentivizes a sales rep to post on LinkedIn and it de-incentivizes a marketing team to post on LinkedIn or to create a podcast or do other things because the metrics are incentivizing MQL volume. And to be frank, it’s the number one reason that a customer of my company would fail is because they cannot break away from, We need to get as many MQLs as possible with direct attribution, despite the fact that in their data it’s clear that the shit isn’t working. Yeah. But there’s an ingrained mindset For decades now that have been happening here. There are adopted, quote unquote best practice frameworks that drive these things. And I’m very focused on building a new framework for B2B companies to operate on, because I just see over and over again predictable revenue and demand Waterfall are now failing companies. The main reason is because B2B buyers are much different in 2023 than they were in 2011 when these things were published. Yeah, it’s fascinating because I felt the shift right. And as you talked about,. I’ve been doing this for a long time. I did a B2C banner in 1998 that had a 15% click through and it was like a B2C e-commerce focus and so downloaded a ton of product just from that one banner. But I felt it shift over the past couple of years. And this is something I want to drill into with you, Chris, though, is, for example, demand creation for you as a thought leader, for a person who’s sort of a practitioner who’s selling your ideas,. I think is different than it is for a brand when there’s when the alignment between the spokesperson and the product is maybe less there. Can you talk about that a little bit?

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