2022年高管GTM基准调查报告

2022 2O22C-SUITEGO-TO-MARKET BENCHMARKSURVEY ModernizingB2B&More ProgressiveApproachesto Go-To-MarketInitiatives DDemandbase EXECUTIYESUMMARY TheB2Bmarketisevolvingrapidlyandtheneedforsmartergo-to-market(GTM)strategiesisgrowingrightalongsideit.In the*2022CTMBenchmarkSurvey."whichqueriedmorethan200high-levelB2Bleadlersacrosssalesandmarketing,40%cfrespondentsindicatedtheydefine°GTM"ashowtheytakearewprodlucttomarketwhichnwasexpected.Bur,interestingly.just uriderpric-thirdtookthrprogressiveroutear.dsaidthatCTMincludesallcustcrricr-facingactivities,includingmarketing,ssles, growth,andaccountretentipn. Whenviewedthroughthelensofleaders(thosewhcexceadedtiheirrevanuegcalslandlaggards(thosewhofellshortofthsir revenuegoals),moreleaders(34%)thanlaggards(26%)chesethemoreprogressivedefinition,demonstratingthatsuccessful companiesviewCTMstrategiesthroughawiderrevenue-generatingLensvs.justlaunchingnewpreducts. surveyreport,wellhig/hlightthechangingGTMlandiscapeancldiscusshowleaders(andlageardslperformintheircurrertGTM strategies.We'llexamine: Thestrategiesthatsalesandmarketingleadersindicatedarecriticaltodirivinggrowthandhowthey'reallncatingtheirinvestments Thecantinucdchalengcofsalesancrnarketingalignment,withaninsidelookintchowcornpanicsarcbridgingthegap; GTM'soverallshiftfrcrniheavilyproduct-feciusedtoall-encempassingofthecustoricrjourncey. Howaccountintelligenceandinsightsinfluencecampaignsandsalesmotionsandthedatamarketingandsalesareusingtofuelthem;and KeyareasofGTMthatcanbeenhancedoraicledthroughthehelpoftechnologyplatformsandproviders. 2022CSuitaGoTaMarkctBanchmarkSurvcy HOWDOYOUDEFINETHETERM "GO-TO-MARKET(GTM)"? Howyoutakeanevproducttomarket40% Allcustomer-facingactivities, includingmarketing,sales,account %ZE retention,andgrowth 15% nofuoisodnokmH companyinthemarket Anotherwordformarketingstrategy10% 2022CSuit:Go LEYERAGINGINYESTMENTSTODRIVEACCOUNTRETENTION& CUSTOMEREXPANSION InterrnsofspecificGTMstrategies,themajorityolresponcients(56%)indicatedtheyoperatewithaproduct-ledgrowthmode. whichfallsinlinewithhowthetriajoritydefineCTM,butthermoreinterestingstalisticsarethosewhooperatewithalead- basedapproachI23%)anoaccount-basedapproach(20%l Whenaskedwhatwasmcstcriticaltoclrivinggrowthoverthenextyear,therewasatieforthetoppriority*acquiringnewcustomers"and*expandirgourcustomerbaseandimprovingretention*bothcameinwith41%ofthevote.Itappearsthat upsel.lopporturitiestoslrengtheriexistingrelalioriships GTMstrategiesaremovingawayfromjustrollingcutnewproductsandofferingstocapturebuyers'attenticn;instead,companiesaretakingawiderviewoftheircustomerinteractionsanddetermininghowtobetterservethemardcrivemore growth.Whilecustomeracquisitionwiulbeasliceorthisstrategy,it'snolongertheentirepie. Civenthisshift,organizationsareprioritizingpipelineefficiencyandsaleseffectiveness.whenaskedaboutthekey investmertstheyplannedtomaketodrivegrewth,respcndlentssaid: Irriprovingsalesandriarketingalignrnent(61%): InicreasingmarkeingirvesLrients(49%);49% Increasingwinrates(47%);47% 61% Improving,SDR/AEefficiency(30%);and HiringmoreAEs(21%). 21% 30% 2027CSuite:GoToMarlkctBenchmarkSurvcy WHATWILLBEMOSTCRITICALTODRIVINGGROWTHIN THECOMINGYEAR?(SELECTTOP3) Impravingsalesandmarketing alignment 61% Increringinvestments49% ImprovingSDR/AEefficiency30% Partnershipsandchannel30% HiringmoreAEs%LZ 2027CSuit:Go IrniprovirngmarketingandsalesalignmenttraditionallyranksastheNo.1cha.lengefororganizaticnstryingtoincrcase lcadgcncrationandrevenuc,soit'snotsurprisingtofinditatth:tcpofthelistagain.However,itissurp:risingthat60%of resporclentsindicatedtheyclon'tstrugglewithit. Whileit'sclearorgarizaliorisareinvestinginitoolstokeepselesandmarketiniginlockstep,themoretellingstatisticiswithin the40%whostillstruggletoaligninternalteams.It'sthelaggareiswhostrugglemostinthisarea,asmorethanhalf(52%l indicatedtheyhaven'tyetfoundtheformulaforstrongmarketingandsalesalignment. Measuringdifferentmetrics(33%): %EE Poorhandoffssalesandrmarketinghavingparallel, disconnectedconversationswithaccounts(23%l; 28% Lackofccmmunication(26%);and26% Lookingatdifferentdata/operatingindifferenitsysterns(13%) 13% Differencesinmzasurernenthav=historicallychallengedB2Dcornparies,andpoorharnicoffscanhaveadetrimentalirnpactin challengeorganizationis.Tohelpbuildstrongerinternalalignment,it'simportantrevenueteamscanagreeonwhatisinthat Venncliagrarnoverlapandidentifyhowtolbestworktogethertodrivesuccesstnere. Whenaskedwiheresalesdevelopmentsitsintheirorganization,respondentsindicatedthefollowing: Reporttosales(4l%);41% Inbouncltomarketingaidloutlboundtesales(26%l;and26% Reporttomarkelinig(22%)22% It'snosurprisethatSDRspririarilyrcporttosa.cs,but,interestingly,alargcchunkreportstorriarkcting.whichhasacvantagcs forcrivingrnoreeffectivernarketingprograrnfollow-upandcanhelpbridgcthesalesandmarketingalignmentdividc. However,themoreintarestingfindingsreside.inthehybridmcclelinboundismarketing'srespansibilityandoutboundis sales'.Thehybridmodelsuopcrtsspeedltoleadonhighvelumesofinboundactivitybyhavingate