Profiler – Demand Performance Delivered

What is your role in the demand and revenue generation process?

Choose an option that best describes your role today.

I am directly accountable for demand generation at my company or I manage a team that is directly accountable for demand generation.

I am a marketer who is directly dependent on demand generation in my company.

I am a sales professional who is directly dependent on demand generation in my company.

I am neither in sales nor marketing, but I am directly dependent on demand generation in my company.

What outcomes do you need to achieve from your current demand programs?

Chose an option that fits best.

My sales team expects me to deliver a certain number of leads to them every month/quarter and I rely on third-party partners to meet these goals.

The number of leads is important, but even more important is making sure leads fit our ICP buyer and account criteria. We are looking for leads that fit our demographics, company size, industry, install, ABM, and titles.

Full-funnel approach. It’s very important to me (my team) that our efforts result in lead conversion from lead to close-won. We have good scoring, sourcing, nurturing, and account intelligence in place.

Full-cycle revenue. Leads are less important than the revenue generated from our campaigns. My team has made the leap to RevOps/full sales-marketing-client success alignment.

How are you currently measured (what are your success metrics)?

Select all that apply.

Number of leads per month/quarter.

Leads to MQL or Marketing Qualified Account (MQA) conversions.

MQL to SQL/SQA conversions, account-level engagement, nurture-to-pipeline KPIs.

Marketing-generated/influenced revenue, net new logos, ABM activity.

How do you qualify leads?

Choose an option that best fits your current processes.

I need as many leads as I can get for my budget. I assume my partner will deliver sales-ready leads as my team isn’t currently set up for nurture.

We have a decent lead scoring system in place to evaluate lead readiness and process so leads must fit a specific buyer and/or account criteria.

Our lead scoring system is well established, and we evaluate it every 3-6 months to make sure it’s still actionable.

We need to track conversions to revenue across our combined RevOps cycles. It’s less about each lead’s unique score and more about account intelligence.

How are you following up on leads?

Choose an option that best fits your current processes.

Leads go straight to our BDR team (or sales) for immediate outreach.

We have nurturing in place. It's a combination of email/ programmatic/high-touch BDR outreach.

Marketing nurtures leads across multiple channels before they’re handed off to sales. Admittedly, we need to improve our MQL to SQL conversion rates, and we need help accelerating our pipeline.

We have sophisticated nurture streams with multiple entry/exit routes depending on lead characteristics; we enhance leads with buyer and account data for better engagement.

How is your sales-marketing alignment?

Choose an option that best describes your current organizational structure and pain points.

We have a small marketing team that feeds leads to sales (but we are growing).

Our marketing and sales functions are well established, but we do not have perfect alignment at the moment.

We are aligned and/or we are working with an agency, using sophisticated ABM, intent, lead scoring, and follow-up practices. Sales knows exactly what marketing is doing, and we have shared success metrics.

The entire organization is focused on revenue acceleration. We have sophisticated sales enablement practices in place with complete campaign alignment between departments.

Let’s talk about your current use of data and buyer and account intelligence.

Choose an option that best fits your current processes.

We do not currently have a formal ABM strategy in place. We are primarily focused on the Ideal Customer Profile demand generation efforts.

We are new to ABM, and we believe in intent data. However, we haven’t figured out yet how to use ABM/intent to improve demand and conversion performance.

We have an optimized ABM strategy and process in place. And we use intent to inform our outreach across the entire buying committee via sales and marketing.

We have strong ABM, intent, and sales-marketing alignment practices across the buyer’s journey. We have strong buyer + account intelligence via data enhancement providers and processes along with intent, ICP/psychographics, and firmographics.

Finally, in context to revenue and demand generation what does your current Martech stack look like?

Choose an option that best describes your organization today.

We do not have a marketing automation system in place to support a marketing database, scoring, or nurturing.

We use CRM and marketing automation and they are synched but we don’t rely on other technologies in our demand generation process.

We have a strong revenue technology stack, including ABM and analytical tools. You name it, we probably either currently have it or have trialed it. Not everything is integrated, though we are working on it.

We have a fully integrated tech stack along the entire buyer and account experience. Additionally, our technology supports net new and customer expansion and upsell across sales/marketing/client success.

Precision Demand Programs