2022年高管GTM基准调查报告（英）-22正式版

20222022C-SUITEGO-TO-MARKETBENCHMARKSURVEYModernizingB2B&MoreProgressiveApproachestoGo-To-MarketInitiativesSPONSOREDBYEXECUTIVESUMMARYTheB2Bmarketisevolvingrapidly—andtheneedforsmartergo-to-market(GTM)strategiesisgrowingrightalongsideit.Inthe“2022GTMBenchmarkSurvey,”whichqueriedmorethan200high-levelB2Bleadersacrosssalesandmarketing,40%ofrespondentsindicatedtheydefine“GTM”ashowtheytakeanewproducttomarket—whichwasexpected.But,interestingly,justunderone-thirdtooktheprogressiverouteandsaidthatGTMincludesallcustomer-facingactivities,includingmarketing,sales,growth,andaccountretention.Whenviewedthroughthelensofleaders(thosewhoexceededtheirrevenuegoals)andlaggards(thosewhofellshortoftheirrevenuegoals),moreleaders(34%)thanlaggards(26%)chosethemoreprogressivedefinition,demonstratingthatsuccessfulcompaniesviewGTMstrategiesthroughawiderrevenue-generatinglensvs.justlaunchingnewproducts.It’sclearthatthere’sroomforimprovementtogettherestoftheindustryonboardwiththemoderndefinition.Throughoutthissurveyreport,we’llhighlightthechangingGTMlandscapeanddiscusshowleaders(andlaggards)performintheircurrentGTMstrategies.We’llexamine:Thestrategiesthatsalesandmarketingleadersindicatedarecriticaltodrivinggrowthandhowthey’reallocatingtheirinvestments;Thecontinuedchallengeofsalesandmarketingalignment,withaninsidelookintohowcompaniesarebridgingthegap;GTM’soverallshiftfromheavilyproduct-focusedtoall-encompassingofthecustomerjourney;Howaccountintelligenceandinsightsinfluencecampaignsandsalesmotionsandthedatamarketingandsalesareusingtofuelthem;andKeyareasofGTMthatcanbeenhancedoraidedthroughthehelpoftechnologyplatformsandproviders.2022C-SuiteGo-To-MarketBenchmarkSurvey 2HOWDOYOUDEFINETHETERM--MARKET(GTM)”?“GOTO40%HowyoutakeanewproducttomarketAllcustomer-facingactivities,32%includingmarketing,sales,accountretention,andgrowth15%HowyoupositionyourcompanyinthemarketAnotherwordformarketingstrategy10%2022C-SuiteGo-To-MarketBenchmarkSurvey 3LEVERAGINGINVESTMENTSTODRIVEACCOUNTRETENTION&CUSTOMEREXPANSIONIntermsofspecificGTMstrategies,themajorityofrespondents(56%)indicatedtheyoperatewithaproduct-ledgrowthmodel,whichfallsinlinewithhowthemajoritydefineGTM,butthemoreinterestingstatisticsarethosewhooperatewithalead-basedapproach(23%)andaccount-basedapproach(20%).Whenaskedwhatwasmostcriticaltodrivinggrowthoverthenextyear,therewasatieforthetoppriority—“acquiringnewcustomers”and“expandingourcustomerbaseandimprovingretention”bothcameinwith41%ofthevote.Itappearsthatthelead/demandgenerationfocusofthepastfiveto10yearsisbeingreplacedinpartbyanincreasedfocusoncross-sellandupsellopportunitiestostrengthenexistingrelationships.GTMstrategiesaremovingawayfromjustrollingoutnewproductsandofferingstocapturebuyers’attention;instead,companiesaretakingawiderviewoftheircustomerinteractionsanddetermininghowtobetterservethemanddrivemoregrowth.Whilecustomeracquisitionwillbeasliceofthisstrategy,it’snolongertheentirepie.Giventhisshift,organizationsareprioritizingpipelineefficiencyandsaleseffectiveness.Whenaskedaboutthekeyinvestmentstheyplannedtomaketodrivegrowth,respondentssaid:•Improvingsalesandmarketingalignment(61%);61%•Increasingmarketinginvestments(49%);49%•Increasingwinrates(47%);47%•ImprovingSDR/AEefficiency(30%);and30%•HiringmoreAEs(21%).21%2022C-SuiteGo-To-MarketBenchmarkSurvey 4WHATWILLBEMOSTCRITICALTODRIVINGGROWTHINTHECOMINGYEAR?(SELECTTOP3)Improvingsalesandmarketing61%alignmentIncreasingmarketinginvestments49%ImprovingSDR/AEefficiency30%Partnershipsandchannel30%HiringmoreAEs21%2022C-SuiteGo-To-MarketBenchmarkSurvey 5ImprovingmarketingandsalesalignmenttraditionallyranksastheNo.1challengefororganizationstryingtoincreaseleadgenerationandrevenue,soit’snotsurprisingtofinditatthetopofthelistagain.However,itissurprisingthat60%ofrespondentsindicatedtheydon’tstrugglewithit.Whileit’sclearorganizationsareinvestingintoolstokeepsalesandmarketinginlockstep,themoretellingstatisticiswithinthe40%whostillstruggletoaligninternalteams.It’sthelaggardswhostrugglemostinthisarea,asmorethanhalf(52%)indicatedtheyhaven’tyetfoundtheformulaforstrongmarketingandsalesalignment.Whenaskedwhattheirbiggestalignmentchallengesare,respondentsindicated:Measuringdifferentmetrics(33%);Poorhandoffs—salesandmarketinghavingparallel,disconnectedconversationswithaccounts(28%);Lackofcommunication(26%);andLookingatdifferentdata/operatingindifferentsystems(13%).

33%28%26%13%DifferencesinmeasurementhavehistoricallychallengedB2Bcompanies,andpoorhandoffscanhaveadetrimentalimpactintheirownright.AllisonMetcalfe,Demandbase’sChiefRevenueOfficer,referstosalesandmarketingmetricsasaVenndiagram—onecircleisSalesKPIs,andanotherMarketingKPIs.Ifthemetricsdon’toverlapinthemiddle,misalignmentwillcontinuetochallengeorganizations.Tohelpbuildstrongerinternalalignment,it’simportantrevenueteamscanagreeonwhatisinthatVenndiagramoverlapandidentifyhowtobestworktogethertodrivesuccessthere.Whenaskedwheresalesdevelopmentsitsintheirorganization,respondentsindicatedthefollowing:•Reporttosales(41%);41%•Inboundtomarketingandoutboundtosales(26%);and26%•Reporttomarketing(22%).22%2022C-SuiteGo-To-MarketBenchmarkSurvey 6It’snosurprisethatSDRsprimarilyreporttosales,but,interestingly,alargechunkreportstomarketing,whichhasadvantagesfordrivingmoreeffectivemarketingprogramfollow-upandcanhelpbridgethesalesandmarketingalignmentdivide.However,themoreinterestingfindingsresideinthehybridmodel–inboundismarketing’sresponsibilityandoutboundissales’.Thehybridmodelsupportsspeedtoleadonhighvolumesofinboundactivitybyhavingateamdedicatedtoquickfollow-upwithwebchatrequestsanddemoformfills,withoutinterruptingoutboundSDRswhomaybedeepintoworkwithstrategicaccounts.Whenviewedthroughthelensofleadersandlaggards,28%ofthemoresuccessfulcompanies(andthosewhostrugglelesswithalignment)indicatedthathybridwastheirmodelofchoice,comparedtojust24%forlaggards.IntermsofSDRmeasurementandcompensation,mostrespondentsindicatedtheyprimarilytrackedopportunitiesgenerated(64%),whileclosebehindwasactivity(60%)andmeetings(47%).Trackingmeetings,inparticular,ispoisedtogrowinmeasurementpopularity,ashighlightedbyForresterinarecentkeynote.Andinterestingly,45%ofexecutivessaidtheytracktheirSDRswithapoints-basedsystem.Nomatterwheresalesdevelopmentsitsinanorganization—whetherit’sundermarketingorsalesoracombinationofboth—therespondentssharedthatthey’returningtoorchestrationsolutionsthathelpcoordinate,program,andtracktheactionsthathappenafterinitialoutreach.“Thehybridmodelsupportsspeedtoleadonhighvolumesofinboundactivitybyhavingateamdedicatedtoquickfollow-upwithwebchatrequestsanddemoformfills,withoutinterruptingoutboundSDRswhomaybedeepintoworkwithstrategicaccounts.”2022C-SuiteGo-To-MarketBenchmarkSurvey 7WHEREDOESSALESDEVELOPMENT(SDRS/BDRS)SITINYOURORGANIZATION?Reporttosales(41%)Inboundtomarketingandoutboundtosales

41%26%Reporttomarketing22%Wedon’thaveSDRsorBDRs11%2022C-SuiteGo-To-MarketBenchmarkSurvey 8HOWAREYOURSDRS/BDRSPRIMARILYMEASUREDANDCOMPENSATED?(SELECTALLTHATAPPLY)OpportunitiesActivityMeetingsPoints-basedsystem

64%60%47%45%2022C-SuiteGo-To-MarketBenchmarkSurvey 9ALLOCATINGBUDGETSTOWARDPROGRESSIVEGOALSNowthatthere’sanunderstandingofhowcompaniesareinvestingintheirmarketinginitiatives,it’stimetodeterminehowthatspendwillinfluencepipeline.Whenaskedhowtheytrackmarketinginfluenceonpipeline,respondentspointedto:•Multi-touchattribution(54%);54%•First-touch(18%);18%•Wedon’ttrackmarketinginfluenceonpipeline(14%);•Last-touch(11%);and14%•Unsure(3%).11%3%Itappearsthatorganizationsarestartingtopayattentiontotheunreliabilityandinaccuracyoffirstandlast-touchattribution,shiftinginfavorofmulti-touch,asleadersmustattributeandcreditallinvestmentsovertime.Whilemulti-touchattributionismorecomplextomeasure,it’ssomethingorganizationsaresolvingtogetabetterunderstandingoftheirinvestments.2022C-SuiteGo-To-MarketBenchmarkSurvey 10Intermsofhowtheymeasurethoseinvestments,respondentsindicatedtheirprimarymeasureofmarketingsuccessas:•Marketing-qualifiedleads(MQLs)(18%);18%•Totalpipeline(16%)16%•Marketing-sourcedpipeline(13%);13%•Totalbookings/revenue(13%);and13%•Marketing-qualifiedaccounts(MQAs)(13%).13%DespiterecentindustrydebatesaboutthestayingpowerofMQLs,it’scleartheyremainatoppriorityforleaders—butthey’renolongerthe“endall,beall.”Companiesarestartingtofavordifferentmeasurementpractices,soit’simportanttoevolveMQLpracticesandconsiderthemorebeneficialwaysofmeasurementforB2Bbuyinggroups.Infact,themajorityofleadersinthespaceprioritizedtrackingtotalpipeline.2022C-SuiteGo-To-MarketBenchmarkSurvey 11HOWDOYOUTRACKMARKETINGINFLUENCEONPIPELINE?Multi-touchattributionFirsttouchWedon’tLasttouchUnsure

54%18%14%11%3%2022C-SuiteGo-To-MarketBenchmarkSurvey 12UNDERSTANDINGTHENEWWORLDOFSALES/MARKETINGOUTREACHNowit’stimetoshifttotheinformationpoweringsalesoutreachandmarketingstrategies:Accountdataandintelligence.Whenaskedhoworganizationsareusingaccountintelligence,suchasintentandtechnographics,intheirGTMstrategy,thesurveyuncovered:•59%ofpractitionersareusingitforaccountprioritization;59%55%•55%relyonitforcompetitiveintelligence;•49%useitforpersonalizedmessagingandoutreach;49%•39%utilizeitforaccountselection;and39%•26%useitfortimingtheirengagement.26%Accountprioritizationremainedakeycomponent,andrevenueleadersrelyonittoidentifythebest-fitaccountsfortheirsalesandmarketingefforts.Itwascloselyfollowedbycompetitiveintelligence,whichisarelativenewcomeronthechartsbutultimatelybeneficial.ThepracticeutilizesAIandmachinelearningtouncoverwhenprospectsareconsideringothercompetitors.Theresearchalsofoundthat47%ofsurveyrespondentsareusingmoreormuchmoreintentdataproviderscomparedtotheyearbefore.Intentisdefinedasthird-partysignalsthatindicatewhenanaccountisin-marketforanorganization’sproductsandservices.Inanopen-endedquestionthataskedsalesleadersaboutwhichintentproviderstheywerecurrentlyusingorplanningtoimplement,severalofthewrite-inresponsespointedtoG2andTrustRadiusfortheirproductcomparisondataandDemandbasebuyerintentdata.2022C-SuiteGo-To-MarketBenchmarkSurvey 13HOWAREYOUUSINGACCOUNTDATAANDINTELLIGENCE(SUCHASINTENTANDTECHNOGRAPHICS)INYOURGTMSTRATEGY?(SELECTALLTHATAPPLY)AccountprioritizationCompetitiveintelligencePersonalizingmessagingandoutreachAccountselection39%Timingyourengagement26%

59%55%49%2022C-SuiteGo-To-MarketBenchmarkSurvey 14Beyondcompetitiveintelligence,it’sclearorganizationsareworkingonbetterpersonalizingandcustomizingaccountoutreach,andrelyingondataandintelligencetoprovidetheinsightsneededtodriverelevantsalesandmarketingengagement.AcommonbestpracticeisforleaderstouseintentkeywordsfromsourcessuchasDemandbaseandBombora—aswellasnewsandsocialinsights,alsoprovidedbyDemandbase—tohelptailortheiroutreachandcommunication.Withthehelpofthesethird-partydataproviders,organizationsaregainingtheupperhandinbuildingrelevanceandconnectionsbyidentifyingeachaccount’sinterestsbasedontheirdigitalbehavior.Withthatinmind,onlyabout26%ofrespondentsareusingintentdatatohelpwithtimingtheirengagement.Thisrepresentsahugeopportunityforrevenueteamstocapitalizeon,enablingthemtobefirsttothepartyandthereforeimprovedealvelocity.And,althoughorganizationsareusingmoredata,therearestillgapsthatshowaneedforbetter,moreaccuratedata.Infact,respondents’biggestdatachallengesincluded:•Missingorincompleteinformation(59%);59%•Dataquality(e.g.,dirty/outofdate/duplicates)(56%);56%•Disconnected/siloeddatasources(40%);and40%•Difficultyturningdataintoaction(32%).32%WhileorganizationshaveafirmhandleonkeycomponentsoftheirGTMstrategies,it’sclearthereisaneedforbetterutilizationofdatamanagementandmaintenancesolutions.B2Bcompanyandcontactdataisconstantlydecaying–companiesareacquiredorgooutofbusiness,peopleswitchjobsormovetonewroles–andB2Bdatawillalwaysbedirtywithoutcontinuouscleaningandmanagement.2022C-SuiteGo-To-MarketBenchmarkSurvey 15WHATAREYOURBIGGESTDATACHALLENGES?(SELECTALLTHATAPPLY)Missingorincompleteinformation59%Dataquality56%(e.g.,dirty/outofdate/duplicate)Disconnected/siloeddatasources40%Hardtoturndataintoaction32%2022C-SuiteGo-To-MarketBenchmarkSurvey 16WHATTYPESOFDATADOYOUUSEINYOURGTMSTRATEGY?(SELECTALLTHATAPPLY)AccounthistoryContactdataWebsiteactivity38%Marketingcampaignactivity37%Intentdata35%Socialinsights33%2022C-SuiteGo-To-MarketBenchmarkSurvey

57%57%17GETSMARTERABOUTUSINGDATAIt’sclearthatorganizationsaregettingsmarterwithhowtheytargetandengagetheiraccounts—afterall,theyhavetoensurethey’retargetingtherightpeople,timingtheirengagementwhenbuyersarein-market,andbeingrelevantiftheywanttoremainsuccessful.Themenufordifferentdatausedincludes:•Accounthistory(57%);57%57%•Contactdata(57%);•Websiteactivity(38%);38%•Marketingcampaignactivity(37%);37%•Intentdata(35%);and35%•Socialinsights(33%).33%Althoughcompaniesstillstrugglewithalignmentandothercommonchallenges,it’spromisingthatcompaniesareincreasingtheirrelianceondataandinsightstoimprovetheirtraditionalmarketingandsalesstrategies.Withsomuchfocusoncontactdata,it’simportanttonotethere’ssignificantroomforimprovementaroundunderstandingtheimportanceoffirstchoosingtherightaccounts—amere21%focusedonfirmographics,whichiskeytoidentifyingthebest-fitaccounts—thestartingpointforasuccessfulaccount-basedstrategy.2022C-SuiteGo-To-MarketBenchmarkSurvey 18HOWISYOURGTMEVOLVINGTOSUPPORTTHEINCREASINGDESIREOFBUYERSTO“SELFSERVICE?”(SELECTALLTHATAPPLY)Producttours(in-appwalk-throughs/tutorials)Interactivedemos(clickable,simulateddemoenvironments)Onlinecalculators(ROI,quota,etc.)DemovideosFreetrial23%

46%45%43%39%2022C-SuiteGo-To-MarketBenchmarkSurvey 19It’sclearthatthosewhoutilize“old-school”GTMmethodsarefallingbehind.Althoughbothleadersandlaggardshadthesametopmetrics(accounthistory,contactdata,andmarketingcampaignactivity),whichindicatelaggardsunderstandtheimportanceofintentdata,thesecondarymetricswereinteresting.Theleadersfocusedmoreoftheirprioritiesonsocialinsights(34%),technographics(27%),news(27%),andaccounthierarchies(26%),whilelaggardsstillrelyonfirst-partydatasources(suchaswebsiteactivity),whichonlyshowapartofthepuzzle.Thishighlightstheimportanceofincorporatingthird-partydataintoyourGTMstrategy,asithelpsfillinmajorgapstoprovideabiggerpictureofanaccount’sactionsoutsideofknowninsights—andhelpsanorganizationriseabovethecompetition.Lookingahead,theindustryasawholeistrendingtowardanalmostentirelyself-servicebuyer’sjourney.Whenaskedhowthey’reevolvingtheirGTMtosupporttheincreasingpreferencesfor“self-service,”respondentsindicated:•Producttours(in-appwalk-throughs/tutorials)(46%);46%•Interactivedemos(clickablesimulateddemoenvironments)(45%);45%•Onlinecalculators(ROI,quota,etc.)(43%);43%•Demovideos(39%);39%•Freetrial(23%).23%Astheindustryevolvestomoreself-service,theleaderswillquicklybeseparatedfromthelaggardsasnewprocesses,technology,andstrategiesenterthefold.Onlywithafirmunderstandingofthe“new-age”GTMdefinitioncancompaniesfindthemostsuccess.GTMSTRATEGYATTRIBUTESOFB2BLEADERS:DefineGTMmoreHavemorealignmentUseintentforLeverage:broadly,including:betweensalesbestfitaccounts9accounthierarchies9acquisitionandmarketing9news9retention9expansion9technographicsHavesharedmetrics9socialinsights2022C-SuiteGo-To-MarketBenchmarkSurvey 20ABOUTTHESURVEYThe“2022C-Suit