Actionable advice on starting and growing business in a data-driven way.
Tycho Luijten, Founder of B2B Growth Agency, Dapper, unpacks how they effectively used a demand generation strategy to grow the scale-up’s pipeline of qualified leads by over 300% (from 50 per month to 170) in as little as six months.
In this post, I am going to share a story of a growth case that I personally had the privilege of being part of. This is by no stretch a famous company or well-known industry, but it’s important to also spotlight cases like these, as not every success story comes in the form of a big, famous brand.
The challenges and tactics we used to overcome them are much more relatable than a unicorn’s success.
In this blog post, we dive into the early days of ClickUp and explore how they broke through the first $20 million ARR and navigated a crowded market with unconventional growth strategies on a bootstrapped budget.
In a perfect world, business-to-business (B2B) sales and marketing teams should have a symbiotic partnership. When they collaborate effectively, B2B marketing metrics and reporting can be a powerful tool, driving strategic insights and shared successes.
However, the unfortunate reality for many teams is falling short of aggressive goals, missed targets, and the inevitable finger-pointing that follows.
When things are good, reporting is easy. But when things are bad, reporting can be a pretty painful process. So, if this sounds familiar, here are some examples and advice on how to best work with B2B marketing metrics when performance is less than stellar.
To establish a successful go-to-market strategy, it’s crucial to begin with defining target audiences, identifying ideal customer profiles, understanding their pain points, mapping their decision-making process, conducting competitive research to identify gaps, and, based on these insights, define positioning and distinctive communication strategies.
End users are constantly looking for better versions of the product they know and love. To meet this demand, businesses must grow and adapt. This means consistently testing new ideas and exploring fresh ways to refine products. Without regular product experimentation, it’s impossible to stay relevant or discover what truly resonates with your target market.
Of course, experimentation and change come with risks. For example, innovative development practices differ between startups and enterprises, and using the wrong approach could lead to undesired results. But, by efficiently identifying and managing those risks, businesses can quickly adjust to market trends strategically.
When we think about the evolution of how organizations go to market, there haven’t been two practices that have gained more glory in such a short period of time than the subjects of this article. Their purpose? Driving revenue growth. Their names? ABM (Account Based Marketing) and RevOps (Revenue Operations). Both ABM and RevOps have emerged as powerful growth leavers for organizations, with entire departments now being built around them.
Each approach has its own benefits. But, their true power lies in a combination of the two. They create a potent mix that can seriously boost your revenue engine.
The era of growth-at-all-costs strategy is over.
Companies are pushing for profitability today instead of projecting for it in the future.
Your budget and headcount are slashed, but as a growth practitioner, you’re still on the hook for hitting your numbers.
In my work as a growth marketing consultant for B2B SaaS companies, I work with companies from Seed to Series C which gives me a large breadth of experience.
And my best secret for efficient growth right now is right in front of your eyes every day on LinkedIn.
Your revenue operations (RevOps) are essential to hitting your revenue goals.
Without them, there’s no clear way to diagnose and optimize the performance of your sales and marketing efforts.
In a sense, they’re like vital signs but for your company. They track metrics to measure its health and allow you to diagnose your performance, pinpoint problems, and even identify opportunities with them.
I’m not the only one who’s caught on to this reality.
Around 30,000 new products launch every year. Most of them fail.
The biggest reasons? Poor product-market fit, positioning, and messaging. Effectively, they don’t understand their customer, nor where to play or how to win.
Many companies are so focused on building the perfect product that they put off their growth efforts until it’s too late.