Joe Andrews is the VP of Product and Solution Marketing at InsideView and has been driving revenue as a marketing executive with high growth, disruptive technology companies for 20+ years. At InsideView, Joe leads the global go-to- market strategy, positioning and launch of new products and market segments. Previously Joe held marketing leadership positions at Zuora, VMware, Intuit and iMarket Inc. (a D&B company). You can follow Joe on Twitter and LinkedIn.
As we ramp up for a successful 2019, one topic that’s top of mind for many B2B sales and marketing leaders I’ve spoken with is their go-to-market strategy. What it boils down to for many executives is whether their company is targeting the right market segments and how well they are prepared to execute their strategy. Why does this matter? Having a strong go-to-market strategy is strongly correlated to revenue performance. In our last surveyof 500
Pressure on CMOs is quickly mounting as they’re given more direct responsibility for revenue growth, including more budget and systems resources to make it happen. “Great,” you say! Finally some respect for marketers. But the challenge is now they’re being held more accountable for delivering measurable results – and fast. A major barrier to success is marketing teams lack key capabilities needed to measure their impact on the organization’s revenue growth (e.g. information to drive
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