B2B SaaS Marketing Snacks: Recent Episodes
Kalungi
Short-form marketing strategies, frameworks, and tactical advice to help early-stage B2B software (SaaS) companies go from MVP to PMF, then scale fast. Hosted by Mike Northfield, Associate CMO at Kalungi, and Stijn Hendrikse, Co-Founder at Kalungi, CMO/CEO/Sales Leader for tens of B2B SaaS companies and ex-Microsoft Product Marketing Leader for Office 365.
Today we talk about what to do when your company is falling behind. What are the first things you should focus on? How do you prioritize your problems?
It’s easy to get caught in the weeds and forget that SaaS companies are relatively simple. Before anything else, take a step back and look at the three core levers for ARR growth:
Monetize (expansion)
Upsell and monetize your existing audience & customers
- Grow number of units per account (i.e., expand user penetration).
- Increase ARPU (price optimization & cross-sells).
- Drive advocacy: Turn referrals into new opportunities.
Retain (reduce churn)
Make sure your existing customers stay with you
- Renew customer commitments (minimize churn).
- Minimize down-sells by existing customers.
- Increase features usage and/or usage frequency by existing users.
Win (acquisition)
Get new customers in the door
- Increase win rate (conversion rate from Opp to Win)
- Increase average sales price/deal size (ACV)
- Grow opportunity volume. Make the funnel bigger
Each of the three levers has a specific set of core metrics that you can use to assess their health. Some examples:
Expansion: Users per account, number of users that upgrade, average revenue per unit, cross sells, pricing and packaging
Retention: Number of down-sells, feature usage/frequency, NPS/CSAT scores
Acquisition: Average sales price/deal size (ACV), opportunity volume, conversion rate from opp to win
We also share more frameworks for problem solving, and identifying issues within your business. All that and more in this episode.
Thanks for listening.
P.S.
This topic is also covered in the T2D3 Masterclass lecture 13, “Inspect what you expect”.
Today we talk about our marketing audit. It’s a 15 category scorecard where we dig into the details of and assess our clients' full marketing and sales functions.
Typically our clients score about 32 points out of 75.
Today we’re diving into all the categories, and discussing what clients usually get right, and what they usually get wrong.
From the first 8 audits we’ve analyzed, we’ve picked up some trends. Here’s a quick look:
Best things:
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PMF
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Content marketing
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Brand and website
Worst things:
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ABM
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Marketing tech (martech)
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Paid media campaigns (including search)
We’ll post a more detailed deep dive on the trends on the T2D3.pro blog.
To make decisions about where and how you deploy and focus your teams, you need to answer the question: “where does our pipeline & revenue come from?” Leadership ultimately has to decide who owns what part of revenue contribution, especially when you’re ramping up in the early stages.
We identify that there are three main buckets where revenue can originate from:
- Relationships from sales organization (sales generated leads)
- Outbound (prospecting and lead generation)
- Inbound
While marketing is usually a prime suspect in conversations when it comes to driving revenue, we posit the ideal mix is about ⅓ from each category — but those numbers can change depending on your market’s maturity and go-to-market strategy.
Today we talk about all of this, including how to benchmark contributions, how to get started with attribution, tracking funnel stages, and common pitfalls as you’re starting to think about this (such as lacking data, or placing too much emphasis on one department).
We also discuss our new offering, the T2D3 Masterclass. Designed for CMOs and marketing leaders (and anyone willing to learn), it’s a program that gives you everything you need to build, execute, and manage a complete go-to-market for your B2B SaaS company.
Today’s topic comes from a user question on the T2D3 office hours voting app.
“What should you look for in a new marketing leader? When should you bring marketing resources in house as you scale and at what level of seniority? […] When do you bring on the strategic marketing resource who helps you develop a true go to market?”
It’s hard to bring on a marketing leader for an early stage (MVP) SaaS company.
In the beginning, when getting to MVP, you need to answer critical strategic questions: What is your positioning? Who is your product for, and what is your product for? And more.
These are questions your founder should ideally address. If you need to pull in outside help though, you must find someone who’s done it before; someone who understands the go-to-market options you have, and is strategic in thinking.
Over time, as your growth stage changes, your marketing leader will change too. Once you’ve moved past MVP and are looking to get to PMF, the marketing leader you need is much more tactical. Then, once you’re looking for T2D3 growth, your leader should be strategic again.
Today, we discuss all this, and go deep on how to hire the right people for your stage, including what interview questions to ask them, what they should know, and what they should do.
If you like this topic, check out a similar episode, episode 13.
PMF checklist
When and why should you or shouldn’t you partner with other companies?
We tackle the 3 biggest factors you should look to when making a decision about whether to partner or not, and some of the potential risks and pitfalls.
It’s very important to partner for the right reasons and at the right time—don’t start too early.
In today’s episode, Stijn discusses situational awareness as it relates to your go-to-market strategy. In other words, understanding your business’ stage in the T2D3 journey, as well as your market maturity, and how it affects your budget, pricing, and a number of other important factors in your GTM.
Inside we provide examples, tactical advice, and stijn’s philosophy behind the framework.
Today we’re addressing a question from a member of our community about demand generation, and which channels to tackle first in your go-to-market.
Our answer is simple: start with inbound.
In our explanation, we discuss how to best approach inbound, why there is a need for it early on, as well as different channels and when and how they work best.
During our time we also share with you our exciting new initiative. The content from today’s episode was taken directly from our new podcast, “Office Hours.” It’s an exclusive members only podcast hosted on T2D3.pro, where we answer community members' top voted questions in long form. Office Hours is also video recorded, which allows us to share graphics and content with you directly. It’s almost like having a fractional CMO in your pocket. You can learn more about it here.
Especially when ramping up, software companies have a ‘need for speed’ and it is oftentimes best to contract with outside talent.
Today, in addition to a special product announcement, Mike and Stijn discuss best practices for when and how to best outsource some or all of your marketing function.
Do you go for a piecemeal solution, with multiple agencies for specific problems?
This can be a great choice, especially when you only have one or two jobs to be done. But, we’ve seen many startups suffer from agency fatigue, and struggle to onboard and manage a quickly growing team of agencies.
Do you instead outsource your entire marketing function? This can be great for accountability to large growth targets, and ease of use, but if you’re not sure what direction your business is going in, and haven’t reached PMF, it can be a waste of precious time and money.
Inside, Mike and Stijn discuss the philosophy of hiring an agency or outsourced marketing team, and how to approach it.
Some of the questions they address are: How do you hire someone to do a job you don’t fully understand? How do you hold them accountable, and reach your growth targets in a cost and time effective way?
They also emphasize the importance of strategic patience and tactical impatience—the idea that it’s essential to wait on strategic long term goals, but simultaneously focus on short term tactics.
Today Mike and Stijn discuss early stage B2B content marketing efforts, specifically how to tackle SEO (Search Engine Optimization).
They address how you can find your own priority keywords when you’re getting started, best practices, and Stijn shares a bit about how he built the inbound engine for T2D3, along with his typical strategy and approach.
Inside you’ll find information about tools like Google Search Console, Semrush, and Ahrefs, and you’ll see what kind of data you should be looking at.
If you’re unfamiliar with SEO entirely, or want a more full picture, check out episode 6 first, where Mike and Stijn discuss how you can create your first content marketing strategy and get your inbound engine up and running.
Today we’re addressing a question from a community member around the idea of expanding your beachhead, and what it means for your go-to-market. We discuss how and when you should introduce new verticals and industries you service into your website and other assets.
We discuss our philosophy, tracking technologies like Hotjar, Clarity, and Google Search Console, as well as the customer journey and how you should optimize your website with landing pages and overall structure.
Some questions we answer are:
How many verticals do I advertise on my website? How many should I say I service? What signals should I be looking at and how should I rationalize adding new audiences I service onto my website, and when?
Mike and Stijn talk about why saying “no” can help you find early success.
Every large company started small. And most started by doing one thing really well, then built more offerings or repositioned as they grew.
While (understandably) founders don’t prefer restrictive positioning, we’re convinced there is a lot of power in building your initial customer base by providing a specialized service for a small & committed audience.
Today we share some of the stories we use in workshops to illustrate this idea, including:
- A bar in New York
- A club in the Netherlands
- Amazon
We’ve discussed finding your niche before a few times: In episode 14, we talked about how big (or small) your niche should be. In episode 15, we discussed how to position yourself within your niche. If you’re looking for a tactical rundown, check those out after you finish here.
OKRs are hands down the best goal tracking system we’ve found for SaaS.
In Episode 11, we discussed how to create them for your marketing team. Today, we’re going deeper, and talking about how to most effectively use, and manage them throughout your organization, from a leadership perspective.
We provide our framework, address common mistakes, and provide insight and best practices into how to succeed using OKRs.
Some of the questions we answer inside include:
- Should OKRs ‘cascade’ down through your organization?
- How do you manage your team's OKRs and check in on progress?
- When should OKRs be action vs. results based, and how should they change over time?
Today we discuss Stijn’s new book, which he wrote alongside Mike, called T2D3. The book is a tactical and strategic playbook for how to go-to-market, and achieve T2D3 growth. That’s when you triple your growth two years in a row, and then double it two years after that. This is the growth path most “unicorn” companies follow.
We go deep into why Stijn wrote the book, what you’ll find inside, and why it’s important.
Some of what's inside the book:
- Building a complete marketing function
- Nailing your niche and defining your company identity
- Understanding and deciding on your company's growth priorities, and expanding recurring revenue
- Frameworks, graphics, and best practices, so you can both understand and execute
- Templates and a content ecosystem you can access through the website
Check it out at T2D3.pro for more information.
Today we celebrate 30 episodes. We talk about founder made content, and how important it is to invest in content for your company early on (hint:very). We also give some tips on how you should approach making content, and talk about our own journey. Content creation is not as hard or time consuming as you might think, but it pays dividends.
Giving special terms to customers, such as discounts or payment plans, is a tried and true method of acquiring new business, maintaining and bolstering relationships, and an important facet in achieving T2D3 growth. As a member of the executive team, you can usually do this whenever you like. But what flexibility should your sales, customer success, marketing, or other teams have to make decisions around discounts and concessions? When are they (or anyone else) empowered to change terms or conditions and to what extent?
Today we’re talking about what we like to use to standardize this process: what we call the empowerment matrix – a single source of truth for all your team's special permissions. In the episode we cover a wide variety of topics relating to the matrix, including why it’s so important, when to create one, what it looks like, and even niche cases of special agreements like OEM deals, or the true up licensing model.
Some key points:
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The matrix is an important instrument when it comes to growing customer acquisition, reducing churn, and increasing revenue per unit.
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Keep in mind that when giving something away, you must make sure you are getting something in return. With that being said, there is a lot to be gained with special deals, and a lot to gain from empowering team members to make them.
Today we discuss SDRs and BDRs in detail. In addition to explaining what they are and what the difference is, we do a deep dive into topics like who is responsible for their management (sales or marketing?), what types of metrics they should be accountable for (emails sent, dials, ROI influenced?), and even whether or not you can or should outsource the roles (hint: we don’t think it’s a good idea). We also talk about how to best develop and manage your own team, BDR and SDR automation, and provide insight into why good sales talent is so hard to find.
Today Stijn introduces a topic he is passionate about: slides in internal marketing reviews. He posits that not only do you not need them, but also they waste valuable time and resources. Instead, your internal meetings should be data driven. Simple data promotes productive and necessary conversations, and too often the marketing function does not discuss the most essential data on a regular basis. Do you agree? More inside.
Today we get into the nitty gritty of Ideal Customer Profiles (ICPs). In episode 16 we talked about how to verify your ICP, but didn’t address the basics. After viewer feedback, today we revisit the topic to answer important questions about ICP. We discuss what it is, why you need it, how to come up with it, what it should look like, and how to use it.
Some specific conversations within the episode include how to use your existing CRM data to better outline your ICP, using segmentation models based on market and product maturity, and mistakes we often see marketers make with their ICPs.
Continuation of episode 24. Today we continue the conversation from episode 24 on pricing and packaging. We begin with an examination of freemium vs. try-buy and their specific use cases. We address how to set a price and where to start. Lastly we discuss price increases for SaaS products.
Pricing and packaging is one of the most important aspects of a SaaS business. Without calculated prices and packages that align with your customers, you will lose out on ROI and sour against the competition. Not only do you need to provide the right value, but also you need to effectively monetize it. Value based pricing is key here - give the buyer attractive choices on your terms, instead of following market trends.
Today we take a deep dive into the many factors that go into pricing and packaging, with discussions centered around ARPU, pricing units, value based pricing. We answer the fundamental question: How do you price and package your SaaS offering?
Next episode will be part 2.
In today’s episode, Mike and Stijn discuss product led growth and sales led growth through an illustrative metaphor of hunting vs. gathering.
If huge, high monetary value accounts are elephants (high ARPU), then the executive or relationship driven sales teams are the expert hunters. If low value, but plentiful accounts are berries and low hanging fruit (low ARPU), then the teams that build content and the inbound apparatus are gatherers.
What’s the right go-to-market? How these different strategies of growing your company work and why they work, grievances we often see, and more inside.
Link to transcript and hunting vs. gathering graphic: Transcript and Graphic
Strong testimonials are your important piece of content. A testimonial from a happy customer means a lot more than a list of product features coming from your marketing team. Anything you can say, a customer can say better.
Today we give you an overview of why testimonials are so important, how you should use them, and tactical advice on how to gather them. We even include a 28-question tactical playbook on how to guide a customer testimonial conversation.
2 simple ways of gathering testimonials we’ve found to be especially successful are:
- Turning problems into praise. If you receive questions about problems in your product or service, be diligent about helping solve their problems and using that feedback to improve the product. Build a relationship. Then, when the customer is HAPPY, it’s a perfect time to gently ask for a review.
- Proactively reach out to customers. Ask your customers if their experience with your product has been successful. If they answer yes, it’s a great time to ask them for a testimonial. If they answer no, it’s a great time to ask why and build a better relationship.
Today we dive into the subtleties of board meetings, and offer a framework for how you should leverage them as a marketing leader, founder, or CEO.
We talk about what boards are for - how can they help you? What do the members want out of the meetings (and the company)?
We also talk about how to interact with the board, and how to prepare for meetings. What should your presentation include? What questions should you be prepared to answer? What questions should you ask?
One key takeaway is “don’t lead with your chin.” In other words, don’t offer up non-board level details or conversations to the board. Board conversations should be very selective, and oftentimes what is valuable to you may not be to the board.
Some of the questions Stijn answers in this episode:
- How can boards help you as a marketer?
- What should each stakeholder get from the meetings?
- What three marketing slides should you bring to the meeting?
- Which questions do you always need to be prepared to answer?
- What should you ask from the board?
How much money should a B2B SaaS company be spending on marketing?
The answer is “it depends”, but there are a few ways to get a solid calculation.
Today, with our special guest Brian Graf, we discuss the four factors you should consider when trying to create your marketing budget: product maturity, market maturity, growth targets, and growth velocity. We also share the methodology behind our new and improved budget calculator for early-stage B2B SaaS companies.
It’s easy to want to throw money at marketing to get results, but that’s not always the best plan. Sometimes it’s best to not spend any money at all and focus on your product or nailing your go-to-market strategy.
To comprehensively understand what a company’s budget should be, we pull data from four major categories: Company Attributes such as current ARR (i.e. annual recurring revenue, average contract value and referenceable accounts), Growth Targets (i.e. how much and how fast do you want to grow?), Market Attributes (i.e. how aware is your market and how much competition do you have?), and Existing Foundation (what are you starting with?).
Today we get into the weeds of what working with marketing agencies should look like as a rapidly growing B2B SaaS company. We discuss the functions agencies should be performing for your business throughout its early growth stages. We address how to structure KPIs around both short and long term metrics so agencies are accountable for both quick wins and sustainable growth. We also give a ballpark marketing budget figure for software companies between $1-$10 million in ARR, and discuss why we started Kalungi, the niche it fits, and the types of problems it strives to solve.
Part 2 of Ep. 17. Customer (or Contact) Relationship Managers (CRM) are an invaluable resource but can quickly turn into a complex and costly mess if they’re not managed properly or set up to be used by all of your teams (Marketing, Sales, Customer Success, etc). Effective marketing leaders can be hard to find, and as your company and product evolve over time, the things you need from your marketing leader evolve too. Knowing where, when, and how to match skills with your company’s maturity stage can be complicated and daunting. These and other common marketing mistakes are addressed in today's episode.
In today's part 1 of 2 episode, we tackle 3 major marketing mistakes and bad practices that can often get you into trouble as a young B2B SaaS company. Shutting down initiatives too soon, not knowing when and where to ramp up marketing efforts, and dreaming of brand awareness as a fix-all, are all avoidable issues that can be remedied with some planning and strategic marketing know-how. Experimenting is always encouraged while growing and scaling, but knowing how to read your progress results and where to focus your energies afterwards is essential. Patience here is a virtue.
In today's longer-than-usual episode, we talk about how account-based marketing can help test your go-to-market hypotheses. In episodes 14 and 15, we talked about sizing our niche and positioning ourselves within it. Once that's done it's time to check if our positioning, messaging, ICP, and personas are correct by putting it all to the test.
Step 1 is making a list of companies that fit your ICP. This could be buying a third-party one or building your own. Step 2 is finding a list of contacts that fit your persona within that list of companies. Step 3 is knocking on their door. That means meeting them where they live (e.g. their email or LinkedIn) and engaging them with helpful content that resonates with them. In doing so, you also get a better idea of the size of your niche, narrowing down your SAM and SOM (Serviceable Obtainable Market).
An important part of ABM is patience and persistence. Results can manifest in a few quarters or several months after your last message to a contact.
To further nail down your niche, think of your positioning. Can you proclaim a unique value proposition you're confident only you can deliver on? If not, it might be worth revisiting your SOM filters. In cases where your offering is similar to that of competitors, positioning on a couple of vectors you're better at can help you arrive at that unique value proposition. A guarantee based on speed and safety if you can't compete on price and completeness, for example.
Going after the promise of a large market is a common mistake. By defining your Ideal Customer Profile, you can focus down from the Total Addressable Market to your Serviceable Addressable Market and finally to your Obtainable Addressable Market where you'll encounter a higher win-rate due to specialization.
In this episode we talk about the niche concept, the TAM SAM SOM methodology with its filters and signals, and how it integrates with the ICP in B2B settings.
The best marketing leader marries both the art and science of marketing, the creative and the analytic. They also excel and demonstrate a proven track record in three distinct areas:
- Marketing leadership – the ability to generate buy-in and followership from peers, direct reports, and superiors.
- Marketing management – managing the marketing function and rhythm through the use of KPIs, OKRs, daily stand-ups, etc.
- Marketing ROI – at the end of the day, all the of the work and all of the skills above are important because they help drive ROI. Whether it's revenue, number of leads, a specific award or feature in a publication, strong leadership and management and leveraging of the art and science of marketing all serve that one purpose.
A key insight worth keeping in mind is that your company's marketing is only as good as your marketing team, so a strong marketing leader is one that will know how to form the best team by finding, attracting, developing, and retaining the right talent. With that core condition satisfied, proper ROI usually follows.
The answer is a good copywriter. But it doesn't stop there. There's five skill groups that need to be fulfilled.
- It starts with the copywriter because they will take care of the most primordial aspect of marketing: addressing your audience's pain.
- Then comes the growth hacker, the automation specialist.
- Marketing and sales go hand-in-hand and that's where your product evangelist shines.
- Number 3 is often confused with product marketing, which will be the fourth gap you'll try to fill. Potentially your first MBA hire, this person is all about the 5 Ps (and more).
- Finally, the team leader. This one's last because oftentimes one of the previous four will organically grow into this position and you can find a new hire to fill their previous position.
OKRs help you stay on track with your larger company objectives while also keeping an eye on the day-to-day things and doing the right kind of projects that support the objectives. So it balances the short-term and the long-term. That means:
- The objective asks "why are you here? What's the reason you're doing marketing?"
- The key result is something that you can use to measure your progress against that objective during a quarter.
- Actions, or activities come below the key result. They answer "what are the things you're going to do to achieve that key result?
For example:
- Objective: Drive demand for your product and services.
- Key Result: 50 new marketing qualified leads that are handed to the sales team.
- Actions:
- Execute ABM campaigns to two specific verticals with a clear ICP.
- Optimize prospect lead nurture campaigns.
- Improve channel attribution to drive optimization and accountability of the different owners of the different channels.
Brand awareness can be divided into the following categories:
- Brand recall: ensure that prospects you marketed to months prior will remember your brand once they encounter the challenge you solve
- Brand recognition: refers to the concept of demarcation, that’s where logos and jingles come in to identify your brand and also drive brand recall later on
- Brand dominance: achieved when you dominate the niche market you carved for yourself – it’s the highest level of brand awareness.
- Brand trust: is the most important for b2b SaaS because you need the least friction possible to drive buy-in and trust is a big part of that
Inbound assumes the audience is doing a lot of the work, but in the case of a new product category or a market where customers haven’t put a name on their problem or even realized that they have a need, outbound (e.g. Account-based marketing) becomes necessary to drive brand awareness.
Customer Acquisition Cost (CAC) can be calculated a few different ways based on the goal. For financial forecasting and valuation purposes, CAC as a profitability number should be all-inclusive. On the other hand, for the purposes of strategic and tactical marketing management, CAC might not include salaries and instead focus on discretionary spend.
Knowing what your CAC number really means is important to help make better sense of other numbers like Months to Recover CAC (MRC) and Lifetime Value (LTV).
LTV relies on your churn assumptions, which can often be overestimated if not careful. The resulting inflated projections can be detrimental to both your strategy and forecasting with investors.
You don’t need a sophisticated tech stack, you can start with a simple manual spreadsheet (like a bowler chart) then create automated dashboards as you scale:
- Start small – pick 10–15 of the most important metrics
- Tracking both leading and lagging indicators – the full ‘story’ is only told when they’re looked at together
- Input numbers on a weekly basis
- Use absolute numbers, try to avoid percentages
- Use raw numbers – limit the number of formulas to calculate things
- Define every metric – be accurate and precise in your language. Explain the source, the time of day that numbers are collected, etc.
The exact metrics you track will depend on your organization’s goals. Generally, when you’re building your dashboard from scratch, you want to include a few leading and lagging indicator metrics that span the buyer’s journey from top to bottom. Here are some examples:
- Top of funnel metrics: number of website visitors or sessions, content or landing page with the most organic entrances, etc.
- Middle of funnel metrics: i.e. number of MQLs & SQLs, number of demo requests, source data for new opportunities
- Bottom of funnel metrics: i.e. influenced revenue by channel, customer acquisition cost (CAC) by channel, revenue by deal type (new business, up-sell), etc.
Before you get to product-market fit, you need to test your go to market hypotheses. Here's a 5-step framework to help you execute quick GTM tests:
- Pick an audience. Who’s your product for? Envision a persona who has a problem. A job to be done so to speak. Some kind of pain. Maybe they are in a specific industry, or have certain titles.
- Create a value proposition to address the job to be done. What’s it for? Ideally you can make a promise, and create some compelling content that answers questions that someone with this challenge might have. Why should your prospects change?
- Get a case study or a quote from an existing customer. If you don’t, you might not be ready to do this experiment in this market, as you don’t have enough to offer. You need to be able to answer the questions for your prospects: “Why should I change with you?” and “How can you help me?”
- Figure out where they hang out. Where are they? See if you can find at least 100 of the people in your target audience. In B2B we like to use LinkedIn. It’s the best list service out there because it’s up-to-date, has enough information to use in targeting and filtering, is “pay as you go”, and can be paired with various tools to automate outreach.
- Test your thesis with simple outreach messages. These can be LinkedIn InMail, organic connect requests, emails or even facebook or LinkedIn Ads. Make sure to track the data of what people click on, look at and respond to. Your goal is to get meetings or at least content interaction to learn from their reactions.
You should be able to run one experiment like this at least per month, and possible more often when you get good at it.
Content marketing shouldn’t be complicated. In fact, it’s pretty simple. Start by simply answering the questions your prospects have.
Then, make sure you’re following the basic rules for B2B content:
- Know its purpose (What's the goal of this piece of content? Inform? Help someone level up?)
- Speak to a specific problem and person (Who is the person asking the question? What is their level of awareness?)
- Display expertise (Become the trusted guide. Speak their language. Show that you know the industry)
- Help people (Show up and help people do their job better – whether through a template, framework or FAQ)
"When should we seriously invest in marketing?" We think it's time to ramp up your marketing efforts as soon as you have product-market fit (PMF). But how do you measure product-market fit? In this episode, we go over our definitions of product market fit and the frameworks we use to determine PMF.
In this episode, we're answering the questions:
- Why do CMOs get fired more than any other leadership role in the C-suite?
- What are the pitfalls for marketing leaders joining growing software companies?
- What are some of the indicators for long term success in the role?
"How do I move my software product upmarket?" Before you can make that shift, you need to understand the different requirements between your current customer base and the one you want to have.
This episode answers the question "How do I prioritize my marketing initiatives"? First, do a gut check. What's the status of your current marketing function? Then, ask how your marketing team can get closer to revenue and reduce funnel friction.
Additional resources:
- Dave Gerhardt - the "get closer to revenue" guy
- Marketing is like driving a car - an article by Stijn Hendrikse
Welcome to the B2B SaaS Marketing Snacks podcast. This series is dedicated to helping you become an expert in marketing so you can grow your software company's revenues quickly and set the foundation for long term marketing growth. Each week, we'll bring you short-form strategic and tactical concepts that you can adopt into your own playbook right away. Lessons