Here are some examples of good OKRs for a Demand Generation team: 1. Objective: Increase qualified leads by X% Key Results: * Increase website traffic by Y% * Increase conversion rates on landing pages by Z% * Increase the number of demo requests by Y% * Implement a new lead scoring model to prioritize leads for sales team follow-up 2. Objective: Improve marketing funnel efficiency Key Results: * Reduce customer acquisition cost by X% * Increase conversion rates at each stage of the funnel by Y% * Implement new email nurturing campaigns to engage leads who are not yet ready to purchase 3. Objective: Expand market reach Key Results: * Increase website traffic from target industries by X% * Develop a content marketing plan to target new buyer personas * Expand social media presence to increase brand awareness in new markets * Add to your database a number of new contacts/account from a new audience 4. Objective: Drive revenue growth through demand generation Key Results: * Increase marketing-sourced revenue by X% * Implement new ABM (Account-Based Marketing) campaigns to target high-value accounts * Optimize the sales funnel to reduce sales cycle time and increase deal velocity OKRs should be specific, measurable, achievable, relevant, and time-bound (SMART). By setting goals that are aligned with the company's overall objectives, the Demand Generation team can help drive growth and success for the business.

I believe that all integrated campaigns should exist to drive pipeline & revenue (there is an exception though: when this is not true is when you are creating a category). The biggest difference between these two goals is the volume and the type of buyers you choose to ignore or add to your campaign strategy. For example, an integrated campaign strategy that is focused on meeting pipe goals (assuming limited funds) is focused (more) on two buyer stages - Consideration & Intent. It therefore already assumes that the majority of buyers are aware of the product category and the existence of possible solutions in the market. * Your biggest leverage point here is to make yourself known in specific buying situations (eg. 'we are an affordable alternative to XYZ', 'we are easier to use compared to ABC'). Think of these as inputs to your ad creatives, content assets, etc. * You contain these seemingly disparate buying situations into a 'Campaign theme', a singular go-to-market messaging that focuses the collective energy of all GTM teams in your organization * You now create the right mix of offers that get your buyers to self-select themselves into the demand funnel. What is the type and number of webinars, owned vs 3rd party events, content assets, Demos, Free Trials, Free for forever plan, etc? * You develop a media plan that lays out these offers in a certain sequence, and the time period and is promoted using specific tactics. Since your focus is pipe-gen, it's important to have an educated pov on gated vs ungated content strategy. This, usually, is not as big a concern area in a Brand marketing campaign.

The most important thing around influence is clearly identifying and communicating how your work is contributing to sales success and ultimately having a positive impact on the business. Early on in my career, I learned that the most effective marketers are deeply committed to designing their goals around metrics sales teams actually care about. This essential insight is what inspired me to shift away from measuring leads to measuring marketing-generated pipeline. Changing metrics may be daunting at first but it’s ok to be uncomfortable. In my experience, it’s the best way to move away from a dynamic where marketing and sales blame other teams for standing in the way of their success. If you see this dynamic bubble up, consider it an invitation to reframe your work in the context of finding shared metrics that ladder up to a larger company goal. By measuring your success with metrics both stakeholders actually care about, you’re laying the foundation for a trusted partnership that has the potential to drive tremendous growth for your business. When you have that trusted partnership, the sales team should feel really excited about your roadmap and be asking how they can get more support because they find your work so valuable to them. This is a great opportunity for you to jointly present for additional resources - having sales and marketing both make the same budget or headcount request is much more powerful than marketing doing it alone.

If you are the first demand generation hire at a company, chances are you are going to need to advocate for some immediate changes to your funnel. They probably hired a demand generator because something needs to be addressed. However, question everything and confirm what needs to be addressed yourself. Start by mapping out the funnel in detail. Figure out every entrance into your website and then map out each following step. In addition to the mapping, record the conversion rates for each one of those steps. Then schedule a meeting with senior leadership across the company and walk them through the funnel. Highlight all the areas where the conversion drops the most and then recommend process changes, fixes, and tests to address them. This exercise not only helps you work out your 30/60/90-day plan but also generates unanimous buy-in from the team. 

Work with your sales team! You can use a lot of different tech and methods to identify target accounts, but if your sales team isn't bought in, you won't be successful. I suggest using tools or conducting a TAM analysis to narrow down the list of potential accounts a tad small. Have the sales team participate in the account selection process. One of the most common mistakes I see people make is allowing their sales teams to pick companies like Verizon, ATT, Amazon etc. These companies are broken out into several lines of business and divisions. Sales should understand the account and where they'll break in. If you are going to use digital channels, ensure you have a list large enough to meet audience size requirements on your preferred media partners.

This is a tricky one as the business can often communicate all of these features and products are equally important. In reality it often creates too many messages for your audience if you try to go after them all at the same time, not to mention it will quickly burn one to two people out! Consider spending time with product marketing to map out a focus over the next quarter or two. Really force the conversation around prioritization. Pick a product or two or combo of features and ladder them up to a theme or concept. Figure out the story you want to tell and execute on that whether that be through ebooks, whitepapers, webinars, etc. Then repeat for the next quarter. Your prospects and customers will benefit from a focused and directed journey. Ideally the product or feature you focus on in one quarter should lead to the focus for the next quarter so it feels cohesive. Last thing to note, creating an effective an efficient always on engine will significantly ease this burden. I recommend an 80/20 split. 80% of your efforts should be focused on driving always on (trial, ebooks, whitepapers, web, etc) and 20% should be focused on Point in Time (PIT) (webinars, trainings, hands on). As your portfolio of always on assets grows it will naturally cover more products.

As with most questions I'll answer there isn't a single answer, this really depends on where your team and company are and what the current needs are. Here's a few thoughts on how you can address this. 1. FOCUS - Small teams often have direct lines of communication to leadership, leadership often has a lot of ideas, those ideas are almost always a distraction from what you should be doing. Most leaders aren't trying to distract you, if you take their idea and say when you think you could address it relative to your current priorities they'll be fine with it or help you reprioritize. Shiny object syndrome is a thing, don't let it get you. 2. Ensure there's a funnel there - If any of the products absolutely lack the basics required to drive growth then focus on building those. I strongly believe in not letting perfect be the enemy of great. Build the MVP to ensure something exists end to end then move on to the next. 3. Be thoughtful about what work you do - With everything in place you can start thinking about what work needs to be done, what the impact COULD be (finger in the wind is fine), and what the level of effort is. That will help you build initial prioritization. 4. Group the work to minimize scope - When you create one piece of work, lets say a piece of content, what you have created likely contains all the pieces you need to help update a related landing page, add depth to ads, review the product page, or revamp internal enablement. I coach my teams to look for every possible way to take advantage of the work they do. 5. Measure what you do - I think the biggest part of my careers success has been my obsession with knowing the results of my work and trying to beat them. Not just because of the competitive benefits of racing my past successes but measurement, moneyballing my work, has been a huge driver in helping me understand what work is and isn't worth doing. This is how you learn what works for your current company and team, make sure you measure it and then benchmark your results and future expectations, then rethink your approach to prioritizing based on this. 6. One foot in front of the other - It is super easy for smaller teams to feel overwhelmed and like the work is never going to end. All you can do is get the next thing done, and the next, and.. you get it. The work is never going to end, but your work day does. Keeping yourself healthy will actually improve your results, you are the asset not the marketing. A campaign launches two days late there is little impact, you feel completely drained and burned out for two months and the impact is HUGE. I realize this didn't really answer your question about short term vs long term directly but I've used the word "priority" a lot because that's what will help you there. Short term growth often means paid growth that stops when the money stops, you'll have to prioritize that based on impact but you can consider impact over time as well. The foundation for the long term has to be there, your products have to be well positioned, you have to have content that speaks to your audience, relationships with your customers have to be built, etc. So for longer term projects think about longer term results (what will this get me in its lifetime?), for short-term think in the sense of what you get for the time you're spending on it and the cost of that spend. I hope this somewhat answered your question.

I would recommend building target account lists based on where that account is in their customer journey. Channels are usually pretty constant. Your targeting ability, level of intent, tactics/offers, messages, and the budget you're willing to spend on them will change. It will cost significantly more budget & time to acquire a new customer, so focus on where you see the biggest potential impact first. Within a tiered 1:1, 1:few, 1:many structure: what is the potential ARR of an account within each segment? That could help determine your effort & willingness to spend on a given account list. 

The intersection of digital and direct mail can be a powerful combination. I have run many direct mail campaigns (actually direct FedEx!), where a package is sent to a prospect, and the materials point them back to a website, where they are prompted to enter a PIN or other code. From there, you've identified who you've reached and can capture data (through surveys or other means) on their current challenges, tech stack, etc., and even offer an incentive to book a meeting with sales. In some of these campaigns, I've seen 50%+ response rates.

The prioritization should align with your business objectives. Those overarching goals decided by your sales and marketing leadership team should formulate a foundational layer for you to build from. From there you can prioritize the programs based on the largest gaps that need to be filled. Are you needing Leads? Content? Events? Sales Materials? Digital or ABM programs? You don't have to focus on one thing at a time, so make sure to be able to multitask. Sorting priorities from most critical to least then executing will help you make the quickest impact to fill the business need.