Demand Gen Strategy And Measurement

---
name: demand-gen-strategy-and-measurement
description: "Guides marketers through building, structuring, and measuring B2B demand generation strategy—covering funnel architecture, budget allocation, channel selection, pipeline metrics, attribution, and organizational design. Trigger when a user asks about demand gen planning, marketing measurement, pipeline goals, budget splits, or go-to-market strategy."
version: "2026-04-21"
episode_count: 48
---

# B2B Demand Generation Strategy & Measurement

## Overview
This skill covers how to build, structure, measure, and optimize B2B demand generation programs—from setting the right metrics and allocating budget to understanding buyer psychology, aligning with sales, and designing the marketing org. All practices are sourced exclusively from guests on the Exit Five podcast. Where guests disagree, those disagreements are surfaced explicitly rather than resolved artificially.

---

## Understanding the B2B Buyer and Demand Landscape

### The In-Market vs. Out-of-Market Reality
Anchor all demand generation strategy in the reality that only 5% of B2B buyers are actively evaluating solutions at any given time; 95% are not yet in-market. This means the majority of your target audience cannot be converted by direct response tactics today—they must be reached through brand-building and awareness investment that creates mental availability for when they do enter the market. (Source: Davang Shah, Episode #338)

Separately, recognize that only approximately 10% of your target account universe is in-market at any given time. For that 10%, execute demand capture—ensuring visibility in analyst reports, paid search, and demo request flows. For the 90% out-of-market, execute demand generation or influence—building brand and reputation through content and engagement to shape perception and timing. These require different strategies, channels, and metrics; conflating them leads to misaligned expectations and poor resource allocation. (Source: Gurdeep Dhillon, Episodes #280 and #203)

### Long Deal Cycles and Multi-Stakeholder Buying
Use the benchmark that the average B2B deal takes 211 days (7 months) and involves 22 decision-makers—roughly half within the buying organization and half external influencers. Use this data when explaining to CFOs and leadership why short-term, last-click attribution is insufficient and why brand-building and nurture campaigns are essential. Over a 211-day cycle, you must touch multiple stakeholders repeatedly to build awareness, trust, and viability. (Source: Davang Shah, Episode #338)

### Trigger Events, Not Pain Points
Recognize that people can experience pain for years without taking action. They buy when a specific trigger event occurs—a life-changing moment that creates urgency. For example, a manufacturing software company discovered their buyers didn't purchase because of general overwhelm, but when they expanded to a new factory, moved locations, or bought new equipment. Before launching demand generation campaigns, conduct customer interviews with your last 50 best-fit customers to identify the specific trigger events that preceded their purchase. Once identified, create content around those trigger events and associate your brand with them so that when the trigger happens, prospects think of you first. (Source: Louis Grenier and Dave Gerhardt, Episode #322)

> **Note on demand creation vs. redirection:** Whether marketers can *create* new demand or only *redirect* existing demand is contested—see **Where Experts Disagree**.

---

## Funnel Architecture and Strategic Structure

### Use the Funnel as a Diagnostic Tool, Not a Rigid Framework
The traditional funnel (awareness → interest → desire → action) is useful for identifying your biggest bottleneck, but don't treat it as a rigid framework. Ask: Do we have an awareness problem (not enough people know we exist)? Do we have a conversion problem (lots of interest but low close rates)? Once you identify the bottleneck, focus resources there. The actual buyer journey is messier and less linear than the funnel suggests. (Source: Dave Gerhardt, Episode #304)

### Distinguish Demand Capture from Demand Generation
Treat demand capture (in-market accounts) and demand generation (out-of-market accounts) as separate functions requiring different strategies, channels, and metrics. For in-market accounts: ensure visibility through paid search, analyst reports, and partner channels. For out-of-market accounts: play a longer-term game focused on brand building and reputation to influence decision timing. When your product category is not yet recognized by analysts or buyers, allocate significant marketing capital to demand creation—educating the market about the problem and solution category—separately from demand capture budget. (Source: Gurdeep Dhillon, Episodes #280 and #203; Mychelle Mollot, Episode #182)

### Integrate Brand and Performance as One Strategy
Reject the false dichotomy between brand and performance marketing. Brand building directly enables performance: awareness investment creates the conditions for better conversion rates and deal velocity when prospects enter the market. Performance campaigns without brand foundation struggle because they're trying to convert the 5% in-market without having built awareness with the 95% who will eventually buy. Run brand and performance campaigns in parallel, with brand campaigns warming the audience and performance campaigns converting warm leads. Measure both together to show how brand investment lifts performance metrics downstream. (Source: Davang Shah, Episode #338)

### Align Marketing Structure to Your Company's Demand Motion
Clarify which demand motion(s) your company is pursuing—inbound (paid ads, website, SEO), outbound (field sales, SDRs, events), or partner channels—then build marketing to support those specific motions. Supporting an inbound motion requires different tactics than supporting an outbound motion. The mix varies by company; your marketing strategy must match your company's chosen motion. (Source: Kady Srinivasan, Episode #276)

### Split Marketing into Two Distinct Functions
Divide marketing into two separate organizational units with different skill sets, timelines, and measurement approaches:
- **Strategy:** Analyst relations, PR, comms, product positioning, competitive intelligence, customer research—measured on long-term impact across the full customer lifecycle (win rates, NRR, expansion, retention).
- **Pipeline creation:** Demand creation, lead qualification, prospecting, paid digital, ABM, SDR/BDR—measured on short-term ROI and conversion efficiency.

Combining these functions creates friction and conflates incompatible objectives. (Source: Chris Walker, Episodes #281 and #211; Dave Gerhardt, Episode #214)

---

## Metrics and Measurement

### Define a North Star Metric and Use Everything Else as Telemetry
Define a single North Star goal for integrated campaigns (e.g., pipeline generated, demo bookings, revenue). Assign a primary metric tied to that goal, then use all other data points—traffic, engagement, conversion rate—as telemetry to understand progress toward the goal. This prevents teams from getting lost in data proliferation and keeps focus on what actually matters for business outcomes. (Source: Dave Steer, Episode #324)

### Shift Primary Marketing Metric from MQL to Pipeline
Replace MQL as the primary success metric with pipeline contribution—specifically qualified opportunity count and pipeline value. Hold marketing accountable to two metrics at the same point in the funnel: (1) count of qualified opportunities created, ensuring sales capacity is full, and (2) pipeline value of those opportunities, ensuring sufficient coverage for revenue targets. Reject lead-count metrics, which can be gamed by purchasing low-quality lists. (Source: Kevin White, Episodes #286 and #179; Kyle Coleman, Episodes #198 and #123; Aditya Vempaty, Episode #235)

> **Note:** This is contested—see **Where Experts Disagree**.

### Define Qualified Opportunities Using ICP and ICT Intersection
Co-create a definition of qualified opportunities with sales by identifying the intersection of two vectors: Ideal Customer Profile (ICP—company size, industry, etc.) and Ideal Customer Title (ICT—specific roles with buying power). A qualified opportunity requires both a meeting with the right person AND that person being from the right account. This prevents wasted effort on meetings with unqualified personas or accounts. (Source: Kyle Coleman, Episodes #198 and #123)

### Measure Pipeline by Opportunity Count, Not Pipeline Value
Track the number of opportunities created rather than total pipeline value. This prevents distortion from occasional large deals and provides a more predictable, actionable metric. Work backward from sales targets: if sales needs 40 opportunities and your close rate is 30% in-quarter, calculate how many new opportunities you need to generate each quarter to maintain that target. (Source: Aditya Vempaty, Episode #235)

### Maintain 3x Pipeline Coverage Ratio
On day one of each quarter, calculate whether you have enough pipeline to support the upcoming quarter's revenue target. The rule of thumb is 3x to 3.5x coverage: if your sales target for Q2 is $4–5M, you should have approximately $14.2M in pipeline on day one of Q2. This metric surfaces whether goals are realistic and allows for proactive conversation about investment or goal recalibration before the quarter begins. (Source: Aditya Vempaty, Episode #235)

### Track Pipeline Close Rate by Cohort Across Quarters
Measure what percentage of opportunities created in a given quarter close in that same quarter, the next quarter, and subsequent quarters. This reveals the true sales cycle length and helps forecast how many new opportunities must be generated each quarter to hit revenue targets. (Source: Aditya Vempaty, Episode #235)

### Plan Annual Pipeline Pacing by Quarter and Segment
Don't divide annual pipeline forecast by four. Map pipeline generation to conversion lag (which varies by business—30, 90, or 120 days) and seasonal patterns. Front-load pipeline in Q1 and Q3 to account for summer slowdown (June–July). Recognize that Q4 is typically a strong revenue quarter but weak pipeline quarter. Plan for expansion/existing customer deals to close in the same quarter they open, while new business typically requires longer cycles. (Source: Kelly Hopping, Episode #255)

### Extend Marketing Ops Measurement Through to Qualified Opportunities
Marketing ops and analytics should track and measure pipeline creation all the way through to qualified opportunities in the sales pipeline (typically defined as >25% win probability), not stop at form fills or demo requests. This provides true visibility into the efficiency of the entire pipeline creation machine and prevents false attribution of success at early funnel stages. (Source: Chris Walker, Episodes #281 and #211)

### Calculate True Blended CAC Including All Go-to-Market Costs
When evaluating marketing ROI, include all costs in the CAC calculation: advertising spend, marketing headcount, sales headcount, SDR/BDR headcount, agencies, consultants, technology stack, leadership, sales enablement, and RevOps. Most companies celebrate a 3x ROAS on Google Ads but fail to account for the full cost structure, which often reveals a 5-year CAC payback or worse. (Source: Chris Walker, Episode #281)

> **Note:** How to calculate cost per opportunity is contested—see **Where Experts Disagree**.

### Measure Cost Per Opportunity Using Only Programmatic Spend
Calculate the efficiency of demand generation by dividing total programmatic spend (paid media, tools, contractors) by the number of opportunities generated. Exclude employee salaries because they are fixed costs that support multiple programs simultaneously. This metric answers the marginal question: if we invest more in variable spend, how many more opportunities will we generate? Example: $3.2M programmatic spend ÷ 120 opportunities = $26,667 cost per opportunity. (Source: Aditya Vempaty, Episode #235)

> **Note:** This is contested—see **Where Experts Disagree**.

### Measure Attribution Through Overall Lift, Not Channel-Specific ROI
Instead of attributing conversions to individual channels, measure the overall lift in website handraisers and return visitor rates after launching campaigns. Compare baseline metrics (e.g., 200 handraisers/month) to post-campaign metrics (e.g., 250 handraisers/month). Track return visitor percentage increases as an indicator that campaigns are driving awareness and repeat engagement. This approach accounts for the long B2B sales cycle where initial touchpoints may not result in immediate conversions. (Source: Tas Bober, Episode #154)

> **Note:** Whether attribution or brand/lift metrics should be the primary success measure is contested—see **Where Experts Disagree**.

### Measure Account-Based Funnel Stages Instead of Lead Generation Metrics
Replace traditional MQL/lead-based metrics with an account-based funnel that tracks target accounts through stages: unaware → aware → engaged → in conversation → in pipeline → customer. Define pipeline as "identified need and timeline" (will purchase within 12 months). Report monthly and quarterly on what percentage of your ICP accounts are in each stage, and track progression month-over-month. This approach works especially well for enterprise deals ($100k+ ACV) where multiple stakeholders are involved and buying cycles are long. (Source: Gurdeep Dhillon, Episodes #280 and #203)

### Model Your Business Around Leading Indicators
Define the key metrics in your customer journey that marketing can actually influence—typically early-stage actions like demo requests, trial signups, or pricing page visits. Model your business by understanding these leading indicators over a 12-month historical period and forecast them for the next 12 months. Avoid jargon like "marketing qualified leads" or "sales qualified leads"; instead, focus on explicit intent signals that align with your actual buying process. (Source: Pranav Piyush, Episode #130)

### Evaluate Channels on Three Dimensions: Volume, Quality, and Cost
When assessing which marketing channels to invest in, systematically measure each channel across three variables: (1) volume of leads generated, (2) quality of those leads measured by conversion to pipeline and closed deals, and (3) cost per lead. Use these three levers to decide where to allocate budget. A high-cost channel like events or paid ads can justify investment if it drives high volume and strong conversion rates. (Source: Ruth Zive, Episode #175)

### Evaluate AI Search Traffic by Conversion Quality, Not Click Volume
AI search generates fewer clicks than traditional search but higher-quality leads. Track the conversion rate and signup rate of AI search traffic separately from organic search. Even if AI traffic represents a small percentage of total referrals (e.g., 0.5%), it may drive a disproportionately high percentage of conversions (e.g., 12% of signups). Measure success by lead quality and intent rather than raw traffic volume. (Source: Andrei Țiț, Episode #269)

---

## Budget Allocation

### Allocate 80–90% to Pipeline, 10–20% to Brand
Allocate the majority of marketing budget (80–90%) to measurable pipeline-generating activities and campaigns (paid, outbound, nurture, ABM). Reserve 10–20% for brand and creative investments that are harder to measure directly (podcasts, content, events, creative exploration). Adjust the ratio seasonally based on business needs. (Source: Trinity Nguyen, Episode #219)

> **Note:** This is contested—see **Where Experts Disagree**.

### Work Backwards from Revenue Targets to Calculate Required Pipeline and Lead Volume
To build an accurate marketing plan and budget allocation, start with the revenue target and work backwards. Calculate how much pipeline coverage is needed to hit the revenue target, then determine how many qualified opportunities are required to achieve that pipeline. Then, channel by channel, determine which channels will deliver the required volume at what cost, and allocate budget accordingly. Account for the fact that marketing investments made today impact revenue 6–9–12 months out. (Source: Ruth Zive, Episode #175)

### Audit and Cut Programs Not Driving Pipeline
When joining as a new marketing leader, assess all existing marketing programs not just by MQL or engagement metrics, but by actual pipeline contribution. Identify and eliminate programs that consume resources without driving pipeline (e.g., low-engagement content, ineffective events, agencies not aligned with brand perspective). This frees up budget and resources to reinvest in what's working. (Source: Kevin White, Episode #286)

---

## Channel Strategy and Optimization

### Match Channel Strategy to ACV and Customer Volume
Use the "Five Ways to Build a $100M Business" framework to determine whether to pursue ABM or inbound/demand generation. Companies with ~$50k+ ACV and lower customer volume should focus on ABM with personalization and account-level targeting. Companies with lower ACV and infinite addressable accounts should focus on inbound/demand generation with lead qualification as the primary marketing function. (Source: John Short, Episode #201)

### For Enterprise GTM, Focus on Four Core Channels
Rather than spreading resources across all possible marketing engines, make concentrated bets on a focused set of channels. HeyGen's B2B team deliberately chose four: paid social, account-based marketing, webinars, and field events. This selective approach allows a lean team to execute with depth rather than breadth. (Source: Holly Xiao, Episode #270)

### Match Channels to Non-SaaS Buyer Behavior
B2B non-SaaS industries (packaging, logistics, manufacturing, veterinary software, etc.) have different buyer behaviors than SaaS. Buyers in these sectors are often not active on LinkedIn, podcasts, or digital influencer content. Before defaulting to digital-first tactics, research where your specific buyer actually spends time. For non-SaaS, primary channels may remain trade shows, industry magazines, field sales, and direct relationships. (Source: Chris Rack, Episode #140)

### Diversify Marketing Mix to Account for Messy, Multi-Channel Customer Journeys
Recognize that customers come into your business through many different paths. Rather than over-indexing on one or two channels, build a diversified marketing mix that accounts for the complexity of how customers actually discover and evaluate your product. (Source: Priscilla Barolo, Episode #302)

### Prioritize Owned/Organic Media as a More Efficient Demand Driver
Owned media (audience-driven, organic growth) is more efficient than paid media for customer acquisition and retention. In downturns, owned media is recession-proof because it doesn't depend on ad spend and produces higher-quality leads that renew and refer. Once you have established a strong brand, organic content presence, and validated messaging, layer paid advertising on top to amplify reach and accelerate growth. At scale (around $5M+ ARR), both channels work together. (Source: Anthony Kennada, Episode #145; Dave Gerhardt, Episode #281)

### Integrate Inbound and Outbound Motions in Enterprise Sales
In enterprise sales cycles, inbound and outbound are inextricably linked and should not be treated as separate channels. An SDR may outbound to an account with no response for months, but when that same account is targeted with an ad, the contact may click through and be attributed as inbound—yet the outbound motion created the awareness that made the inbound conversion possible. Measure influence and attribution holistically rather than crediting a single source. (Source: Ruth Zive, Episode #175)

### Use A/B Testing to Diagnose Channel Underperformance Before Turning It Off
Before concluding that a channel is not working, run A/B tests on specific tactical elements: subject lines, headers, mobile vs. desktop experience, gating vs. ungated content, etc. Often a channel's underperformance is due to poor execution of specific tactics, not the channel itself. (Source: Megan Lueders, Episode #229)

### Validate Demand Before Building
Before investing months developing a free tool, content series, or other initiative, create a waitlist and announce it. If only a few people sign up, you've saved significant time and resources. If strong interest emerges, proceed with confidence. This applies to events, tools, content series, and other major initiatives. (Source: Adam Goyette, Episode #164)

### Partner Demand Gen with Brand/Community Team to Leverage Organic Insights
The brand and community team should be the best partner to demand gen. They have data from organic engagement (comments, shares, questions) that reveals what messages resonate. Demand gen should use these insights to inform paid campaigns rather than guessing. This creates a feedback loop where organic performance informs paid strategy. (Source: Dave Gerhardt, Episode #134)

---

## Messaging, Creative, and Positioning

### Prioritize Messaging and Creative Development Over Channel Optimization
Invest heavily in developing strong, memorable messaging and creative concepts before optimizing distribution channels. A strong message can drive 3–5x performance improvements and has inherent self-distribution because people share and discuss it. Weak messaging cannot be fixed by better ad targeting or channel selection. Once messaging is locked, demand gen can optimize distribution—but the message is the leverage point. (Source: Brian Kotlyar, Episode #118)

### Structure Demand Gen and Creative Teams to Collaborate on Messaging Iteration
Position demand gen as the team that operates distribution levers (ad spend, targeting, conversion rate optimization) but not as the sole owner of creative success. Create a feedback loop where demand gen identifies creative wear-out or performance plateaus and escalates to product marketing and creative teams for new messaging and visual treatments. Demand gen provides the performance data; creative and PMM provide the insights and new concepts. (Source: Brian Kotlyar, Episode #118)

### Invest in Strong Product Marketing as the Foundation for All Demand Generation
Great demand generation starts with great product marketing. Product marketing provides the positioning, messaging, and value articulation that all downstream marketing efforts depend on. Before scaling demand gen campaigns, ensure you have solid product marketing work in place that clearly defines your value proposition and how to communicate it to your target audience. (Source: Kimberly Storin, Episode #229)

### Align Demand Gen and Product Marketing Goals
Demand gen and product marketing often have different personalities and measurement frameworks, which can create conflict. When both teams believe in each other's goals and see each other as superpowers, the result is powerful. Demand gen should help product marketing prove that new positioning drives revenue; product marketing should help demand gen understand messaging and positioning. This requires intentional alignment and leadership that prevents the teams from becoming siloed or adversarial. (Source: Dave Gerhardt, Episode #335)

### Run Awareness-Stage Creative in Parallel with Bottom-Funnel Conversion Creative
Run awareness-stage creative (e.g., brand storytelling, emotional messaging) in parallel with mid-funnel and bottom-funnel conversion creative. Test whether exposure to awareness creative increases conversion rates on subsequent bottom-funnel ads. For example, measure if people exposed to an awareness ad convert through a webinar ad or incentivized offer at 2x the rate of those without prior exposure. Use this data to justify top-of-funnel investment. (Source: Ryan Narod, Episode #330)

### Reject AI Tactics That Optimize for Marketer Efficiency Over Buyer Experience
Current AI adoption in B2B marketing prioritizes marketer efficiency (automating BDRs, generating more content faster) over buyer experience, which is backfiring. Outbound performance is down 71% (per Bridge Group data), and 50% of buyers are less likely to recommend brands using detectable AI emails. Use AI to deliver better, more personalized buyer experiences—not to scale spammy tactics. If a tactic only works because it's novel or because few competitors use it, it will fail once everyone adopts it. (Source: Jaleh Rezaei, Episode #248)

---

## Sales-Marketing Alignment and Pipeline Operations

### Establish Sales-Marketing Alignment on the Status Quo Problem Before Changing Messaging
Before investing in messaging changes, first align sales and marketing by quantifying the status quo problem using a close-lost audit. Present findings to sales leadership as a shared problem, not a blame exercise. Frame the opportunity as "we don't have to build as much new pipeline if we fix this closed-loss problem." Only after sales agrees that status quo is a material blocker should you move to messaging changes. Without this alignment, sales will resist changes and revert to old patterns. (Source: Jen Allen-Knuth, Episode #308)

### Conduct a Close-Lost Audit to Quantify Status Quo Pipeline Loss
Conduct a zero-dollar audit of closed-lost deals from a recent period by filtering CRM close-lost reason codes for status quo indicators (unresponsive, budget, no champion, value). Sum the pipeline value of deals matching these filters to quantify total pipeline lost to status quo rather than competition. Use this number to align sales and marketing around a shared problem and justify messaging changes. Example: one company found $53M in close-lost opportunities due to status quo; a 10% improvement on that represents significant recovered revenue. (Source: Jen Allen-Knuth, Episode #308)

### Diagnose Stage-by-Stage Conversion Rates to Identify and Plug Funnel Leaks
Rather than defaulting to "we need more leads," analyze conversion rates at each stage of the sales funnel to identify where pipeline is falling out. If 60% of pipeline is lost at a particular stage, investigate whether a marketing asset, motion, or sales enablement intervention could improve conversion at that stage. This approach often yields better ROI than simply increasing lead volume. (Source: Ruth Zive, Episode #175)

### Analyze the Complete Sales Funnel to Identify Bottlenecks Beyond MQL Generation
Don't stop at measuring MQL volume. Trace the full funnel from lead to revenue to identify where actual breakdowns occur. Common issues include: BDRs taking 5+ days to follow up, new sales reps receiving the same leads as top performers without proper support, or declining close rates. Optimizing these downstream factors often yields better results than generating more leads. (Source: Adam Goyette, Episode #164)

### Beta Test Campaigns with Top-Performing Sales Reps Before Full Rollout
Before launching a campaign to the entire sales team, identify your best performer and send them a small batch of leads to test. This accomplishes two things: you get real feedback on whether the campaign works, and you create internal demand when other reps see the top performer getting good leads. This creates a pull effect rather than a push effect for your marketing programs. (Source: Adam Goyette, Episode #164)

### Align Demo Content and Messaging to the Prospect's Inbound Source
When a prospect requests a demo, ensure the sales team knows how they came in (e.g., LinkedIn post about a specific use case, webinar topic, blog post) and demo that exact use case rather than a generic product overview. Pass inbound source information to the sales team so the demo is personalized and relevant to what attracted the prospect in the first place. (Source: Kyle Coleman, Episode #206)

### Map the Revenue Supply Chain to Define Marketing Ownership
Create a visual map of the customer journey from initial site visit through revenue generation (e.g., visit → demo → meeting → qualification → close). Identify which stages marketing wholly owns and which stages marketing influences but doesn't own. Use this map to set metrics for the marketing team that reflect both owned and influenced stages, rather than vanity metrics. (Source: Brian Kotlyar, Episode #118)

---

## Organizational Design and Prospecting Structure

### Consolidate BDR/SDR Prospecting Under Marketing Leadership
Move prospecting (whether called BDR or SDR) under marketing's purview rather than sales, creating a unified pipeline creation function that owns the entire journey from lead generation through qualified meeting booking. This eliminates the split accountability that allows teams to blame each other for pipeline shortfalls and enables marketing to optimize the full funnel as one system. (Source: Chris Walker, Episodes #281 and #211)

> **Note:** This is contested—see **Where Experts Disagree**.

### Conduct Demand Generation Audits Through Stakeholder Interviews, Not Spreadsheets
When auditing a marketing function's demand generation, prioritize conversations with the marketing team, sales team, and product leadership to understand gaps and opportunities. Observe how the team is currently operating. Avoid spending weeks analyzing spreadsheets in isolation. This approach surfaces real operational constraints and team dynamics that data alone cannot reveal. (Source: Andrew Davies, Episode #195)

### Identify and Optimize Micro-Surfaces Across the Buyer Journey
Map all touchpoints in your buyer journey and identify 50–100 "micro-surfaces"—small places where you can meaningfully improve conversion (e.g., lead routing, automated lead booking, lead enrichment, mid-funnel nurture sequences, use-case-specific messaging, post-close retention sequences). Rather than pursuing large campaign overhauls, systematically test and improve each micro-surface. Compounding small improvements across these surfaces can cut CAC in half or double pipeline with the same budget. (Source: Eli Rubel, Episode #120)

### Establish Clean Data and Measurement Infrastructure Before Optimizing Paid Spend
Before attempting to optimize paid media performance, ensure you have clean, reliable data infrastructure in place. Implement lead routing, lead enrichment, and proper attribution tracking so you can make evidence-based decisions about which channels, creatives, and tactics are actually working. This foundational step often reveals that companies can cut spend by 30% while maintaining pipeline simply by eliminating waste in unmeasured channels. (Source: Eli Rubel, Episode #120)

---

## Growth Channels and Partnerships

### Formalize a Referral Program by Identifying and Activating Happy Customers
Work with customer success to identify your happiest customers (those who understand why your product is better than alternatives), then formally ask them if they know others in the industry who should use your product. Provide them with clear information about the referral program and support materials. Referral conversion rates can be 2.4x higher than other channels. (Source: Michael Cole, Episode #212)

### Build Dedicated Agency Recruitment and Enablement as a Core Growth Lever
Once you reach a certain scale, create a dedicated team to recruit and enable agencies to sell your product. Attend agency-specific conferences and events to book meetings and recruit partners. Provide agencies with case studies, co-marketing opportunities, and referral compensation. When agencies win industry awards with your product, they amplify that win to their other clients, creating authentic reach into new customer segments. (Source: Michael Cole, Episode #212)

### Identify and Structure Win-Win Referral Partnerships
Find partners (agencies, publishers, service providers) who can directly benefit from recommending you to their clients. The ideal structure is where the partner makes money from the client AND receives compensation from you for the referral—creating a double incentive. Also identify tech partnerships where you're an essential solution to each other. (Source: Michael Cole, Episode #212)

### Run a Low-Cost Accelerator Program to Acquire Early-Stage Customers
Create an accelerator cohort for early-stage founders in your target market. Offer a compelling package: cash prize, discounts from major cloud vendors, no equity stake, and no fees. Build community through Slack and regular calls where cohort members help each other. This generates direct customers, creates a halo effect as participants share their experience with peers, and reinforces brand positioning as helpful. (Source: Andrew Davies, Episode #195)

---

## Where Experts Disagree

### 1. Should marketing's primary metric be MQLs or pipeline/opportunities?
**Support summary: 6 vs. 2**

**Position A — Replace MQL with pipeline/opportunity metrics (majority position):**
Kevin White (Episodes #286, #179), Kyle Coleman (Episodes #198, #123), Gurdeep Dhillon (Episodes #280, #203), Aditya Vempaty (Episode #235), and Chris Walker (Episodes #281, #211) all argue that MQL should be replaced as the primary marketing metric. Their shared reasoning: MQLs can be gamed, don't correlate to revenue, and create misaligned incentives. Marketing should be held accountable to qualified opportunity count and pipeline value—the same funnel stage that sales cares about. Kevin White cut his budget in half while increasing pipeline 30–50% by making this shift. Kyle Coleman explicitly co-created an ICP+ICT definition of qualified opportunity with sales to make the metric concrete. Gurdeep Dhillon recommends an account-based funnel tracking stages from unaware to customer, reporting on account progression rather than lead volume.

**Position B — MQLs remain useful as a planning input with full-funnel context (minority position):**
Ruth Zive (Episode #175) and Pranav Piyush (Episode #130) argue that MQL-like leading indicators remain useful when paired with full-funnel analysis. Ruth Zive recommends working backwards from revenue targets to calculate required pipeline and MQL volume, using MQLs as a planning input while also diagnosing stage-by-stage conversion bottlenecks. Pranav Piyush recommends modeling the business around leading indicators like demo requests and trial signups (functionally equivalent to MQLs), explicitly avoiding the term but using equivalent intent signals as the primary measurement layer.

**Context dependency:** The account-based funnel approach (Dhillon) is most applicable to enterprise deals ($100k+ ACV) with long cycles and multiple stakeholders. For high-volume, lower-ACV businesses, MQL-like leading indicators may remain more operationally useful. However, the core disagreement—whether MQL should be the primary accountability metric—is genuine across most B2B contexts.

**Why it matters:** The choice of primary metric shapes what programs get funded, how marketing and sales align, and whether marketing is seen as a revenue driver or a lead factory.

---

### 2. Should marketing prioritize attribution metrics or brand perception as its primary success measure?
**Support summary: 4 vs. 2**

**Position A — Brand heat and lift over attribution (majority position):**
Melton Littlepage (Episode #223), Tas Bober (Episode #154), Davang Shah (Episode #338), and Anthony Kennada (Episode #145) argue against over-indexing on attribution as the primary success metric. Melton Littlepage argues that attribution captures only the 2–3% of buyers actively in-market and cannot make a company "hot"—brand building influences the 97–98% not yet evaluating. Tas Bober recommends measuring overall website lift (handraisers and return visitor rates) rather than channel-specific ROI. Davang Shah uses the 95%/5% in-market benchmark to argue that last-click attribution is insufficient. Anthony Kennada cites Airbnb turning off paid search with no growth slowdown as evidence that owned/organic media outperforms paid attribution-driven approaches.

**Position B — Attribution as essential accountability infrastructure (minority position):**
Eli Rubel (Episode #120) and Chris Walker (Episodes #281, #211) argue that clean attribution data and measurement infrastructure are essential before optimizing spend. Eli Rubel argues that proper attribution often reveals companies can cut spend 30% while maintaining pipeline by eliminating waste in unmeasured channels. Chris Walker advocates extending marketing ops measurement through to qualified opportunities, requiring rigorous attribution infrastructure to calculate true blended CAC.

**Context dependency:** These positions are not fully mutually exclusive. Rubel and Walker are arguing for better attribution infrastructure (not necessarily last-click attribution), while Littlepage/Bober/Shah are arguing against over-reliance on attribution as the primary success signal. The genuine disagreement is whether attribution should be the primary accountability mechanism or whether brand/lift metrics should take precedence.

**Trend note:** The brand-heat/lift position is represented by more recent episodes (2024–2026), while the attribution-as-foundation position appears in earlier episodes (2024). Weak signal given the small sample.

**Why it matters:** Teams optimizing for attribution will systematically underinvest in brand and top-of-funnel activities that don't show up in last-touch models, potentially ceding long-term market position.

---

### 3. Can marketers create new demand, or can they only redirect existing demand?
**Support summary: 4 vs. 1**

**Position A — Demand creation is real and necessary (majority position):**
Mychelle Mollot (Episode #182), Gurdeep Dhillon (Episodes #280, #203), and Melton Littlepage (Episode #223) treat demand creation as a distinct, fundable marketing function. Mychelle Mollot describes allocating significant budget to demand creation for an undefined category (Knak), separate from demand capture, using 6sense to identify intent signals while simultaneously educating the market. Gurdeep Dhillon distinguishes demand generation (for the 90% out-of-market) from demand capture (for the 10% in-market), treating demand generation as a real function that builds brand and shapes buyer perception and timing. Melton Littlepage describes a three-motion marketing structure that explicitly includes "new category demand generation" targeting buyers not yet looking for a solution.

**Position B — Marketers can only redirect existing demand (minority position):**
Louis Grenier (Episode #322) argues explicitly that marketers cannot make people care about something they don't already care about. Demand exists as a river of pre-existing needs; marketing positions your product as a canal that diverts some of that flow. He states this as a universal principle: you can only generate demand within a category that already has demand, and validates demand existence by checking whether competitors exist.

**Context dependency:** Grenier's position may be most applicable to established categories where demand already exists and the job is competitive positioning. Mollot and Littlepage are explicitly discussing new/undefined categories where no existing demand flow exists to redirect. However, Grenier's claim is stated as a universal principle, not category-specific, making this a genuine philosophical disagreement.

**Why it matters:** If Grenier is right, marketers in new categories are wasting money trying to educate a market that isn't ready. If the demand-creation camp is right, failing to invest in category education means ceding the market to whoever does.

---

### 4. Should BDR/SDR prospecting functions report to marketing or sales?
**Support summary: 2 vs. 1** (note: the two supporters for consolidation under marketing are the same guest, Chris Walker, across two episodes)

**Position A — Consolidate prospecting under marketing (Walker's position):**
Chris Walker (Episodes #281 and #211) argues that all prospecting functions—BDR and SDR—should be consolidated under marketing leadership to own the full pipeline creation machine. This eliminates the blame game between departments, provides clear visibility into blended prospecting efficiency, and allows the CMO to optimize the entire path from lead generation through qualified meeting. The distinction between BDR and SDR (third-party vs. first-party data) is less important than unified ownership.

**Position B — Sales should own demand generation responsibility (Allen-Knuth's position):**
Jen Allen-Knuth (Episodes #232 and #170) argues that sales teams should not rely on marketing to generate leads. Individual salespeople should take responsibility for creating their own demand through content, thought leadership, and direct outreach. When salespeople complain about insufficient leads, the response should be to push back and ask what they can do to generate demand themselves—this creates accountability and often leads to salespeople building personal brands and generating inbound opportunities.

**Context dependency:** These positions address different aspects of the same question. Walker is arguing about org structure and reporting lines; Allen-Knuth is arguing about mindset and accountability culture. They could theoretically coexist (SDRs report to marketing AND salespeople build personal brands), but they represent genuinely different philosophies about where demand generation accountability should sit.

**Why it matters:** Where prospecting reports determines who is accountable for pipeline shortfalls, how performance is measured, and whether marketing or sales leadership has the authority to fix conversion problems across the full funnel.

---

### 5. What percentage of marketing budget should go to brand vs. pipeline/demand gen?
**Support summary: 2 vs. 2 vs. 1** (three distinct positions)

**Position A — Heavy pipeline: 80–90% pipeline, 10–20% brand:**
Trinity Nguyen (Episode #219) explicitly recommends allocating 80–90% of marketing budget to measurable pipeline-generating activities and only 10–20% to brand/unmeasured activities, adjusting seasonally. Dave Gerhardt (Episode #316) similarly argues for carving out approximately 20% for brand bets while delivering short-term results first to earn credibility.

**Position B — Balanced split: ~60% pipeline, ~40% brand:**
Ruth Zive (Episode #175) allocates approximately 60% to pipeline generation and 40% to brand/reputation at LivePerson, a mature public company in a competitive space. She frames brand investment as essential "air cover" for pipeline activities, not a luxury. She explicitly ties this ratio to being a mature, competitive company—earlier-stage companies should weight more heavily toward pipeline.

**Position C — Brand first, organic over paid:**
Anthony Kennada (Episode #145) and Dave Gerhardt (Episode #281) argue for prioritizing brand and owned/organic media over paid pipeline generation. Kennada cites Airbnb turning off paid search with no growth slowdown. Gerhardt recommends establishing strong brand and organic content first, then layering paid on top at scale (~$5M+ ARR), framing it as a sequencing issue where brand comes before paid amplification.

**Context dependency:** Ruth Zive explicitly ties her 60/40 split to being a mature public company in a competitive market. Dave Gerhardt's sequencing advice is stage-gated (~$5M+ ARR for paid). Trinity Nguyen's 80–90% pipeline recommendation is presented as a general principle, not stage-specific, creating a genuine disagreement with Ruth Zive even at similar company stages. The brand-first position from Kennada/Gerhardt applies most clearly to earlier-stage companies.

**Why it matters:** Budget allocation between brand and pipeline is one of the most consequential decisions a CMO makes each year. Getting the ratio wrong in either direction means either starving long-term brand equity or failing to hit near-term revenue targets.

---

### 6. Should employee headcount be included when calculating cost per opportunity?
**Support summary: 1 vs. 1**

**Position A — Exclude headcount; use programmatic spend only:**
Aditya Vempaty (Episode #235) explicitly recommends excluding employee salaries from cost per opportunity calculation because they are fixed costs that support multiple programs simultaneously. His metric is designed to answer the marginal question: if we invest more variable spend, how many more opportunities will we generate? Example: $3.2M programmatic spend ÷ 120 opportunities = $26,667 cost per opportunity.

**Position B — Include all costs for true blended CAC:**
Chris Walker (Episode #281) argues that most companies celebrate strong ROAS on Google Ads but fail to account for the full cost structure—including all headcount—which often reveals a 5-year CAC payback or worse. His metric is designed to answer the unit economics question: what is the true cost of acquiring a customer?

**Context dependency:** These positions are answering slightly different questions. Vempaty's metric answers "what is the marginal return on incremental variable spend?" Walker's metric answers "what is the true cost of acquiring a customer?" Both are valid for different decisions (budget allocation vs. unit economics assessment). However, if a company uses only one metric, the choice has real consequences for how they evaluate marketing efficiency.

**Why it matters:** Using programmatic-only cost per opportunity can make demand gen look far more efficient than it actually is, leading to over-investment in paid channels while obscuring the true cost of the people required to convert those leads.

---

## What NOT To Do

- **Do not use MQL as your primary marketing metric.** MQLs can be gamed, don't correlate to revenue, and create misaligned incentives between marketing and sales. (Source: Kevin White, Episodes #286 and #179; Kyle Coleman, Episodes #198 and #123)
- **Do not treat brand and performance as separate, competing strategies.** Brand building directly enables performance; running them in isolation undermines both. (Source: Davang Shah, Episode #338)
- **Do not rely on last-click or short-term attribution as your only measurement framework.** It captures only the 2–5% of buyers actively in-market and systematically undervalues top-of-funnel investment. (Source: Davang Shah, Episode #338; Melton Littlepage, Episode #223)
- **Do not default to "we need more leads" without first diagnosing where pipeline is actually falling out.** Analyze stage-by-stage conversion rates before increasing lead volume. (Source: Ruth Zive, Episode #175; Adam Goyette, Episode #164)
- **Do not divide your annual pipeline forecast evenly by four.** Map pipeline generation to conversion lag and seasonal patterns; front-load Q1 and Q3. (Source: Kelly Hopping, Episode #255)
- **Do not celebrate ROAS on individual channels without calculating true blended CAC** including all go-to-market costs. (Source: Chris Walker, Episode #281)
- **Do not launch major initiatives (tools, content series, events) without first validating demand** through a waitlist or lightweight test. (Source: Adam Goyette, Episode #164)
- **Do not use AI to scale outbound volume at the expense of buyer experience.** Outbound performance is down 71% and buyers are less likely to recommend brands using detectable AI emails. (Source: Jaleh Rezaei, Episode #248)
- **Do not conflate demand capture (in-market) and demand generation (out-of-market) strategies.** They require different channels, metrics, and investment levels. (Source: Gurdeep Dhillon, Episodes #280 and #203)
- **Do not allow marketing and sales to operate with split accountability for pipeline.** Unified ownership of the full funnel is essential for diagnosing and fixing conversion problems. (Source: Chris Walker, Episodes #281 and #211)
- **Do not optimize distribution channels before locking strong messaging.** Weak messaging cannot be fixed by better targeting or channel selection. (Source: Brian Kotlyar, Episode #118)
- **Do not measure pipeline by total pipeline value alone.** Opportunity count is a more predictable, actionable metric that prevents distortion from occasional large deals. (Source: Aditya Vempaty, Episode #235)
- **Do not audit demand generation by analyzing spreadsheets in isolation.** Interview stakeholders and observe execution to surface real operational constraints. (Source: Andrew Davies, Episode #195)
- **Do not apply SaaS-default digital channels to non-SaaS buyers** without first researching where those buyers actually spend time. (Source: Chris Rack, Episode #140)
- **Do not allow demand gen to bear all the stress of hitting targets while lacking the tools to solve the core problem.** If messaging is weak, demand gen needs creative and PMM support—not just more budget. (Source: Brian Kotlyar, Episode #118)

---

## Sources

| Episode | Guest | Date |
|---------|-------|------|
| #338 | Davang Shah | 2026-03-17 |
| #335 | Dave Gerhardt | 2026-03-05 |
| #330 | Ryan Narod | 2026-02-17 |
| #324 | Dave Steer | 2026-01-27 |
| #322 | Louis Grenier, Dave Gerhardt | 2026-01-19 |
| #316 | Dave Gerhardt | 2025-12-29 |
| #308 | Jen Allen-Knuth | 2025-12-01 |
| #304 | Dave Gerhardt | 2025-11-17 |
| #302 | Priscilla Barolo | 2025-11-10 |
| #286 | Kevin White | 2025-09-29 |
| #281 | Chris Walker, Dave Gerhardt | 2025-09-11 |
| #280 | Gurdeep Dhillon | 2025-09-08 |
| #276 | Kady Srinivasan | 2025-08-25 |
| #270 | Holly Xiao | 2025-08-04 |
| #269 | Andrei Țiț | 2025-07-31 |
| #255 | Kelly Hopping | 2025-06-16 |
| #248 | Jaleh Rezaei | 2025-05-22 |
| #235 | Aditya Vempaty | 2025-04-07 |
| #232 | Jen Allen-Knuth | 2025-03-27 |
| #229 | Megan Lueders, Kimberly Storin | 2025-03-20 |
| #223 | Melton Littlepage | 2025-02-27 |
| #219 | Trinity Nguyen | 2025-02-13 |
| #217 | Jessica Andrews | 2025-02-06 |
| #214 | Dave Gerhardt | 2025-01-27 |
| #212 | Michael Cole | 2025-01-21 |
| #211 | Chris Walker | 2025-01-16 |
| #206 | Kyle Coleman | 2024-12-30 |
| #203 | Gurdeep Dhillon | 2024-12-19 |
| #201 | John Short | 2024-12-12 |
| #198 | Kyle Coleman | 2024-12-02 |
| #195 | Andrew Davies | 2024-11-21 |
| #182 | Mychelle Mollot | 2024-10-07 |
| #179 | Kevin White | 2024-09-26 |
| #176 | Natalie Marcotullio | 2024-09-16 |
| #175 | Ruth Zive | 2024-09-12 |
| #170 | Jen Allen-Knuth | 2024-08-26 |
| #164 | Adam Goyette | 2024-08-05 |
| #162 | Natalie Taylor | 2024-07-29 |
| #156 | Kait Stephens | 2024-07-08 |
| #154 | Tas Bober | 2024-07-01 |
| #148 | Dave Gerhardt | 2024-06-10 |
| #145 | Anthony Kennada | 2024-05-30 |
| #140 | Chris Rack | 2024-05-13 |
| #134 | Dave Gerhardt | 2024-04-22 |
| #130 | Pranav Piyush | 2024-04-08 |
| #123 | Kyle Coleman | 2024-03-11 |
| #120 | Eli Rubel | 2024-02-26 |
| #118 | Brian Kotlyar | 2024-02-19 |