Startups go through different stages of evolution. In this presentation we discuss what your marketing and sales engine might look like with a specific deep dive into demand generation, optimizing your unit economics and focusing on a specific buyer persona.
19. WhoisYOURBREADANDBUTTER
Everyone! More focused Other growth layers
Who is your bread and butter? Can
you create a scalable and
repeatable process with predictable
revenue growth?
Nope. It’s not. Figure out P/M fit.
It isn’t always super clear.
20. WhoisYOURBREADANDBUTTER
Everyone! More focused
If your bread & butter segment is
scalable and repeatable, it might
make sense to to explore other
opportunities.
Other growth layers
Who is your bread and butter? Can
you create a scalable and
repeatable process with predictable
revenue growth?
Nope. It’s not. Figure out P/M fit.
It isn’t always super clear.
21. Free Trial
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Customize Hub
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Customer
Lead
Marketing Qualified Lead
Sales Qualified Lead
Opportunity
Customer
Nikki Mary, Jenn
& David
Self-serve/low
touchfunnel
Marketing& sales
engine
23. The problem with most startups
isn’t a lack of ideas.
It’s the lack of clarity and focus.
24. Lead
Marketing Qualified Lead
Sales Qualified Lead
Opportunity
Customer
What happened when we
picked one?
ü More focused
ü Better process
ü Higher Value (ARPC & LTV)
ü Negative Churn
25. Lead
Marketing Qualified Lead
Sales Qualified Lead
Opportunity
Customer
3 things that had to happen:
ü Revamp analytics set up
ü Shift in growth tactics
ü Define process and criteria
for handing leads to sales
(this needs ongoing refinement
and will change as you scale)
26. You might make a different decision but remember…
“It’s hard to build a big business
outof smalldeals.”
Resource: mattermark.com
28. HowDOyouknowwhichPERSONA?
If you’re focused on mid-market and enterprise companies with a
complex buying process, you may have a handful of “personas”that
you need to learn about.
29. @Uberflip
These are the ones most likely to be your first point of contact. They will either reach out to you themselves or will be the ones you
will most frequently contact.
Marketing Mary
Demand
Jenn Do-it-all David Strategic Samantha
30. @Uberflip
Champion25-39
Purchase Process
Research: Events, peers, Google
Events:
INBOUND, CM World, other content-specific events
Blogs & Influencers:
HubSpot blog, MarketingProfs, CMI, LinkedInPulse
Social Media:
Preferred Content: Want specific, actionable pieces of content.
Short format (blog or video). Things that will make them better
at their job.
Watering Holes
Marketing Mary Customers
Adriane Holter, Impinj
FloraCheung, Loblaw
Cassandra Jowett, Influitive
VictoriaHoffman
Kelly O’Hara
Uberflip’s Marketing Marys
31. @Uberflip
Job Role
Years Experience: 3-10
Essential Duties:
Creates content. May be in charge of strategy,
sometimes also in charge of social.
Tools:
Google Docs, CMS, Marketing Automation
Common Titles:
Marketing Coordinator, Specialist, Manager,
sometimes Director. May have content or similar
specialization in title. In some cases, Product
Marketing Manager.
Goals & Initiatives:
Want to write more and be creative. Looking to learn
as much as possible, especially around SEO,
analytics, and strategy. Want to move up in company.
Challenges:
Creating engaging B2B content that
attracts views. Proving that long-
term strategy is valuable and not
everything has immediately
measurable ROI. Demand to create
and edit content for entire
marketing team/entire buyer
journey.
Room for Growth:
Wants to learn more about
analytics, SEO, creating a long-term
strategy.
32. @Uberflip
Focus on engagement, shareability, awareness, and
content creation / experience audiences love.
If reaching out by email, tryto stand out. Shecan see
through automated emails-- use personality.
Ideal Messaging
Creative types, usually interested in writingor have a
writing background
Find it difficult to find time to be creative due to execution
of tasks
HATE being reached out to — they need to GSD!
Title worth calling out:Product Marketing
Notable Learnings
33. “By not deciding on one of these personas, we paid a
gigantic, invisible ‘optionality’ tax.”
- Brian Halligan, CEO of HubSpot
Fromstartup toscaleup
Resource: readthink.com
41. YourFunnel
A linear funnel is overly simplistic. It’s dynamic and bi-directional.
Opportunity
Customer
Sales Qualified Leads
Sales Accepted Leads
Marketing Qualified Leads
Leads
1. People may move up and
down your funnel
2. Sales & marketing functions
overlap at every stage of the
funnel
42. YourFunnel
A linear funnel is overly simplistic. It’s dynamic and bi-directional.
Opportunity
Customer
Sales Qualified Leads
Sales Accepted Leads
Marketing Qualified Leads
Leads
1. Feedback mechanisms to
enhance quality
2. Coordinated campaigns at
every stage
3. Process for re-engaging lost
leads & accounts
48. Opportunity
Customer
Lead Management
Nurture, Scoring, Data Enrichment, Lead
Recycling
Sales Enablement
Messaging, Positioning, Collateral
Sales Qualified
Leads
Bi-‐directional Funnel
Mechanisms in place to
facilitate feedback loop
between marketing and
sales to enhance lead
quality and re-‐engage
lost opportunities.
Sales Accepted Leads
Marketing Qualified Leads
Leads
Campaigns & Programs
Grade My Stack, The Uberflip Experience, Content
Events & Partner Marketing, Content Syndication,
Publishers, PPC, ABM, Outbound Lead Engine
Customer Marketing
Marketingengine
49. Opportunity
Customer
Lead Management
Nurture, Scoring, Data Enrichment, Lead
Recycling
Sales Enablement
Messaging, Positioning, Collateral
Sales Qualified
Leads
Demand
Generation
Sales Accepted Leads
Marketing Qualified Leads
Leads
Campaigns & Programs
Grade My Stack, The Uberflip Experience, Content
Events & Partner Marketing, Content Syndication,
Publishers, PPC, ABM, Outbound Lead Engine
Customer Marketing
Marketingengine
50. WTFisdemandgen?
Demand generation is the engine that generates
leads, identifies and nurtures qualified prospects, and
optimizes conversion throughout the sales cycle.
(psst… demand gen is marketing)
57. Teamstructure &growth
How you build and structure your team depends on where
you need to focus your marketing and growth efforts.
58. Identifying key signals for lead quality, outreach
indicators and intent to purchase is one of the
most important demand gen functions.
Quality,indicators &intent
63. MQLs
Leads
SALs
SQLs
OPPs
A respondent to a marketing campaign who doesn’t
yet meet our minimum qualification and behaviour
criteria
A lead who makes the minimum fit criteria and has
displayed enough interest to be handed off to sales.
MQLS are scored and categorized as cold, warm,
or hot leads
An MQL that has been accepted by the BDR for
further qualification to determine pipeline-readiness
An SAL that has been identified as pipeline-ready
but needs further qualification to determine the
probability of converting to an opportunity
An SQL that has progressed to an opportunity and
is now committed to pipeline
DEFINITION ACTIVITY
Lead gets entered into the appropriate segmented
nurture program
Lead has achieved a score of 35 or higher and is
entered into a new MQL nurture program
BDR is identifying prospects requirements and
probing to understand the context for buyers’
decision
AE is actively engaged in meaningful dialogue to
validate the use case, identify the champion, and
schedule a demo
Uberflip has been introduced to a wide audience
and there is general team consensus around
solution need, value and fit
LEAD RECYCLING: the handoff to sales took place but the prospect doesn’t respond, doesn’t have budget or some other roadblock. Sales believes there is
potential for the future. The lead gets placed back into the funnel for further nurturing with the goal of re-engagement at a later time.
LEAD LIFECYCLE
EXAMPLE
64. MQLs
Leads
SALs
SQLs
OPPs
A respondent to a marketing campaign who doesn’t
yet meet our minimum qualification and behaviour
criteria
A lead who makes the minimum fit criteria and has
displayed enough interest to be handed off to sales.
MQLS are scored and categorized as cold, warm,
or hot leads
An MQL that has been accepted by the BDR for
further qualification to determine pipeline-readiness
An SAL that has been identified as pipeline-ready
but needs further qualification to determine the
probability of converting to an opportunity
An SQL that has progressed to an opportunity and
is now committed to pipeline
DEFINITION ACTIVITY
Lead gets entered into the appropriate segmented
nurture program
Lead has achieved a score of 35 or higher and is
entered into a new MQL nurture program
BDR is identifying prospects requirements and
probing to understand the context for buyers’
decision
AE is actively engaged in meaningful dialogue to
validate the use case, identify the champion, and
schedule a demo
Uberflip has been introduced to a wide audience
and there is general team consensus around
solution need, value and fit
LEAD RECYCLING: the handoff to sales took place but the prospect doesn’t respond, doesn’t have budget or some other roadblock. Sales believes there is
potential for the future. The lead gets placed back into the funnel for further nurturing with the goal of re-engagement at a later time.
LEAD LIFECYCLE
65. MQLs
Leads
SALs
SQLs
OPPs
A respondent to a marketing campaign who doesn’t
yet meet our minimum qualification and behaviour
criteria
A lead who makes the minimum fit criteria and has
displayed enough interest to be handed off to sales.
MQLS are scored and categorized as cold, warm,
or hot leads
An MQL that has been accepted by the BDR for
further qualification to determine pipeline-readiness
An SAL that has been identified as pipeline-ready
but needs further qualification to determine the
probability of converting to an opportunity
An SQL that has progressed to an opportunity and
is now committed to pipeline
DEFINITION ACTIVITY
Lead gets entered into the appropriate segmented
nurture program
Lead has achieved a score of 35 or higher and is
entered into a new MQL nurture program
BDR is identifying prospects requirements and
probing to understand the context for buyers’
decision
AE is actively engaged in meaningful dialogue to
validate the use case, identify the champion, and
schedule a demo
Uberflip has been introduced to a wide audience
and there is general team consensus around
solution need, value and fit
LEAD RECYCLING: the handoff to sales took place but the prospect doesn’t respond, doesn’t have budget or some other roadblock. Sales believes there is
potential for the future. The lead gets placed back into the funnel for further nurturing with the goal of re-engagement at a later time.
LEAD LIFECYCLE
Sales and Marketing Need to Agree On EVERYTHING
66. MQLs
Leads
SALs
SQLs
OPPs
A respondent to a marketing campaign who doesn’t
yet meet our minimum qualification and behaviour
criteria
A lead who makes the minimum fit criteria and has
displayed enough interest to be handed off to sales.
MQLS are scored and categorized as cold, warm,
or hot leads
An MQL that has been accepted by the BDR for
further qualification to determine pipeline-readiness
An SAL that has been identified as pipeline-ready
but needs further qualification to determine the
probability of converting to an opportunity
An SQL that has progressed to an opportunity and
is now committed to pipeline
DEFINITION ACTIVITY
Lead gets entered into the appropriate segmented
nurture program
Lead has achieved a score of 35 or higher and is
entered into a new MQL nurture program
BDR is identifying prospects requirements and
probing to understand the context for buyers’
decision
AE is actively engaged in meaningful dialogue to
validate the use case, identify the champion, and
schedule a demo
Uberflip has been introduced to a wide audience
and there is general team consensus around
solution need, value and fit
LEAD RECYCLING: the handoff to sales took place but the prospect doesn’t respond, doesn’t have budget or some other roadblock. Sales believes there is
potential for the future. The lead gets placed back into the funnel for further nurturing with the goal of re-engagement at a later time.
LEAD LIFECYCLE
Set Expectations -- SLA
71. CAC
Uniteconomics
LTV
Cost of Sales & Marketing
/ #of new customers
Avg. MRR x Customer
Lifetime
Customer
Lifetime
1 / Churn Rate
(months or years)
Resource: forentrepreneurs.com
72. CAC
problems
LTV
Are you calculating “fully
loaded” CAC?
Do you really know LTV?
Customer
Lifetime
Is churn even accurate?
Resource: forentrepreneurs.com
73. CAC RATIO
Uniteconomics
PAYBACK
LTV to CAC Ratio
Guideline = 3+
Efficiency/Scalability
Months to recover CAC
Guideline = <12 months
Cashflow/Profitability
Source: forentrepreneurs.com
77. Company A Company B
CAC $1000 $1000
MRR $100 $100
ACV (MRR*12) $1200 $1200
Payback 10 months 10 months
Churn 2.5% 2.5%
LTV (MRR / Churn) $4000 $4000
CAC Ratio 4 4
Adapted from: sixteenventures.com
78. Company A
Focus on decreasing CAC
Pay less per customer
Find cheaper channels
Increasing Tofu cconversion
Focus on TOFU metrics
Company B
Focuses on CAC efficiency
Better marketing/sales process
Evaluate pricing
Shorten payback period
Increase customer value
DecreasingCACvs.CACEfficiency
Adapted from: sixteenventures.com
79. *Increasing ACV and moving to annual payments will allow for increasing spend to drive faster / more growth and outspend competitors.
Company A Company B
CAC $800 (-20%) $1000
MRR $100 $167
ACV (MRR*12) $1200 $2000
Payback 8 months 6 months
Churn 2.5% 2.5%
LTV (MRR / Churn) $4000 (no change) $6680 (+67%)
CAC Ratio 5 (+25%) 6.68 (+67%)
Adapted from: sixteenventures.com
80. Yes, these are totally made up.
But they do illustrate the potential of focusing on efficiency. While in some
cases, focusing only on decreasing costs might be warranted, it may also
decrease lead quality, lowering your customer conversion rate (and
subsequently effecting CAC negatively).
86. Automating bad marketing is still
bad marketing.
Don’t jump to the tech too soon. You need the foundational elements
in place first – good people, good process and good marketing.