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7 Steps to a More Strategic Editorial Calendar

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7 Steps to a More Strategic Editorial Calendar

Updated January 6, 2022

Too many companies focus on the logistics of their editorial calendar – what days content is publishing, at what times, and at what cadence – and ignore the strategic elements. Anyone can schedule blog posts regularly, but the best content marketers create robust, strategic editorial calendars.

Instead of thinking of your editorial calendar as a schedule of content, consider it the implementation plan for your documented content marketing strategy. While the strategy most likely won’t change dramatically over a year, your editorial calendar will. Plan content in quarterly sprints so you can adapt topics to real-time changes in the industry and content based on real-time performance.

Plan #content in quarterly sprints so you can adapt topics to real-time changes in the industry, says @Kelsey_M_Meyer via @CMIContent. Click To Tweet

This seven-step guide details how to build an effective editorial calendar by:

  • Determining who needs to be included
  • Identifying goals for the quarter
  • Deciding the content mix and publishing cadence to support those goals
  • Documenting your mix and cadence decisions on the editorial calendar
  • Brainstorming topics
  • Planning for flexibility
  • Measuring results to determine the success of your plan.

Step 1: Plan content creation capacity by determining who is involved

The best content assets should be influenced by a range of viewpoints, not just one person in the marketing department. The people involved should include subject-matter experts, writers, editors, graphic designers, distribution specialists, and potentially an outsourced content creation partner.

The best #content assets should be influenced by a range of viewpoints, not just one person in the marketing department, says @Kelsey_M_Meyer via @CMIContent. Click To Tweet

While most of these roles represent the content creators and distributors, subject-matter experts are different. Their primary duties are not about creating content. Build relationships with subject-matter experts who can offer specialized insight into relevant topics for your editorial calendar. These individuals should make sense as the “faces” of your company. They also should be willing (or required) to make time to serve as a subject-matter expert.

TIP: I’ve seen great results from interviewing subject-matter experts on topics, then writing the content and getting their approval on the draft. You and your marketing team are the experts on writing engaging content. Leave the writing to your team and use the SMEs to share unique insights.

Once you decide who will be involved, you need to determine how much time each can devote to the content over the quarter. (And later, you’ll use that information to detail the quantity and type of content assets to be created and distributed over the three months.)

In practice, you’ll need to decide how many SMEs you can rely on and how many hours they can devote across the quarter.

If each of three SMEs can devote six hours over the quarter, for example, you could create nine pieces of long-form content. Figure one hour of the SME’s time per article for an interview, then one hour per article to review and approve the draft. (That’s two hours per article and three articles per expert.) You would end up with nine articles by the end of the quarter.

If you have 10 additional SMEs and each can devote two hours over the quarter, each SME could do a two 30-minute interviews and 30-minute draft reviews. You would end up with 20 blog posts at the end of the quarter.

Then consider how many additional content pieces your team can create without SME involvement. The total (SME-supported pieces plus the pieces your team can create on its own) is your capacity for the quarter.

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Step 2: Identify your goals for the quarter

Now that you’ve determined your content marketing capacity, think through your goals this quarter and how content plays into them.

I’ve found most companies have one of these three goals for their content marketing:

  • Improving brand awareness through thought leadership
  • Increasing leads generated through content
  • Improving search rankings for targeted keywords (SEO)

Pick your primary goal for the quarter. It will give you a clearer view of the content types that should be created and the topics to focus on. Consider these examples:

  • Goal: Improving brand awareness through thought leadership

Content mix: Heavy on guest articles in relevant publications and videos; topics geared toward areas of subject-matter expertise

Content mix: A new piece of gated content; guest-contributed articles that include landing page links to your site

Content mix: Topics determined by a keyword research report; heavily geared toward on-site content with some guest-contributed articles with backlinks

Step 3: Determine your content mix for the quarter

Use the insights you’ve gained from identifying your team’s capacity and goal to develop your ideal content mix for the quarter. You can create dozens of content types, including guest-contributed articles, videos, case studies, and static or interactive infographics. If you’re tight on capacity, stick with written content because it’s the least expensive to produce and the easiest to create with a small team.

Create your ideal #content mix based on available resources and a single goal, says @Kelsey_M_Meyer via @CMIContent. Click To Tweet

Using the team capacity described above with a goal of lead generation, here’s what a well-aligned content mix would look like:

  • Six unique-topic, guest-contributed articles with backlinks targeted to publications visited by prospective customers
  • 18 blog posts on your site – three posts for each topic addressed in the six guest-contributed articles
  • Two gated pieces of content (white papers) – each long-form guide aligned with nine blog posts
  • Two drip campaigns (one for each white paper)

1641475272 246 7 Steps to a More Strategic Editorial Calendar

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Step 4: Specify details on the editorial calendar

This fourth step is where a lot of people start the editorial calendar process – plotting the calendar. But this step involves more than plotting the day each content asset publishes.

Work backward from the ideal publishing date and schedule the following dates on the calendar:

  • Topics confirmed
  • Author assigned
  • Questions submitted to subject-matter expert (or outline created for the writer)
  • Answers submitted from subject-matter experts
  • Content piece draft completed
  • Content piece edited
  • Content piece approved (also note who is the final approver for the piece)
  • Content piece uploaded to a platform or submitted to a publication

By including each of these dates on the calendar, you’ve taken what was once a vision – “we hope we can publish this many pieces of content in a quarter” – and turned it into a plan of what you can do based on the timeline you’ve laid out.

This calendar also serves as a one-stop shop that enables everyone involved to stay up to date on progress and due dates.

Make sure to assess other priorities and activities – those which you control and those which you can’t, such as product launches, big company events, holidays, guest publication dates, etc. Figure those into your planning process too.

By thinking through all of this on the front end, you’re less likely to end up with an editorial calendar that needs to keep changing. Though some things will change, plotting the deadlines you do control will help you and your team stay sane.

Step 5: Brainstorm to finalize the topics for each content piece

Now that you’ve scheduled the content for the quarter, it’s time to determine what you’ll be writing about. This step comes late in the process because brainstorming is more focused when you’ve accounted for your available resources, overall goal, and quantity of content pieces.

Brainstorming is better as a later step. After you know resources, goal, & content mix, says @Kelsey_M_Meyer via @CMIContent. Click To Tweet

Using our example, we now know:

  • The content campaign needs two overarching themes to create the two cornerstone pieces — the white papers.
  • Those two broad themes must be broken down into nine naturally aligned blog posts.
  • Those themes and blog posts also must relate to six relevant and engaging guest-contributed articles.

You also know who is going to author each piece of content as well as which subject-matter experts are involved. You can vet a brainstormed topic by asking “Can this person speak to this?” or “Is this person an expert on the topic?” This procedure will ensure that you end up with the best content.

A free-for-all brainstorming session can be fun, but it doesn’t result in the most productive meeting. Create a structure for your brainstorming sessions to ensure that they stay on track. Here’s an agenda for my company’s 60-minute brainstorming meetings:

  • 10 minutes – update on what’s in progress
  • 20 minutes – brainstorming relevant blog ideas
  • 20 minutes – brainstorming guest-contributed article ideas
  • 10 minutes – confirming deadlines and responsibilities and updating the editorial calendar

The important thing is to brainstorm a group of topics at once to ensure that they align. This is the difference between a plan to produce a bunch of content and a strategic content marketing plan.

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Step 6: Practice consistency and build flexibility into the plan

Companies make their biggest mistakes with their editorial calendars by putting in a ton of work on the front end and not following through. This happens for a lot of reasons. A boss pops in at the last minute with random content requests. Another executive needs a blog post to cover a conference where he or she is speaking, or news in the industry demands a fresh guest-contributed article commenting on the impact.

Companies make their biggest mistakes with their #editorial calendars by putting in a ton of work on the front end and not following through, says @Kelsey_M_Meyer via @CMIContent. Click To Tweet

You can handle this two ways:

  • Throw the editorial calendar out the window and change focus every week based on the whims of the team. (I don’t recommend this.)
  • Build flexibility into the editorial calendar. (I recommend this.)

You might have noticed that our example content mix doesn’t use the team’s capacity for the quarter. This is intentional.

Based on the resources available, the team could produce up to 17 more pieces of content. But by not building out the plan to capacity, I built in flexibility to work on other pieces of content as they arise.

TIP: If one person in your company is known for coming up with a different, must-do random thing every week, build that into the plan. Simply schedule a spot for “Joe’s Crazy Content Idea” each week.

The important thing is to let your content plan set up your brand for success. When an unexpected request pops up, it doesn’t distract the team from the planned content mix because you built in a capacity for flexibility.

Step 7: Measure your content success

The metrics to gauge the success of your editorial calendar are based on your content marketing goals. However, I recommend tracking these bare minimum metrics to see how well your content is performing against your goal:

  • Metrics for brand awareness – social shares on published guest-contributed articles, clicks back to your website, new connections on LinkedIn, and people reaching out to your subject-matter experts
  • Metrics for lead generation – clicks back to your website from published guest-contributed content, the conversion rate for blog posts, new leads generated from gated content
  • Metrics for SEO – links earned through published guest-contributed content, traffic from organic search, rankings for your target keywords

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Be strategic from the first step

Following a strategic approach to your editorial calendar is a never-ending process. But that ongoing work should be affected by your evaluation process. Review your key metrics toward the end of the quarter as you begin to plan for your next three months.

It gets easier each time you plan the editorial calendar for the next quarter because you’re simply tweaking your previous plan rather than starting from scratch. Let me know in the comments how this seven-step guide to creating your next editorial calendar works for you.

Want more content marketing tips, insights, and examples? Subscribe to workday or weekly emails from CMI.

Cover image by Joseph Kalinowski/Content Marketing Institute




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Why We Are Always ‘Clicking to Buy’, According to Psychologists

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Why We Are Always 'Clicking to Buy', According to Psychologists

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A deeper dive into data, personalization and Copilots

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A deeper dive into data, personalization and Copilots

Salesforce launched a collection of new, generative AI-related products at Connections in Chicago this week. They included new Einstein Copilots for marketers and merchants and Einstein Personalization.

To better understand, not only the potential impact of the new products, but the evolving Salesforce architecture, we sat down with Bobby Jania, CMO, Marketing Cloud.

Dig deeper: Salesforce piles on the Einstein Copilots

Salesforce’s evolving architecture

It’s hard to deny that Salesforce likes coming up with new names for platforms and products (what happened to Customer 360?) and this can sometimes make the observer wonder if something is brand new, or old but with a brand new name. In particular, what exactly is Einstein 1 and how is it related to Salesforce Data Cloud?

“Data Cloud is built on the Einstein 1 platform,” Jania explained. “The Einstein 1 platform is our entire Salesforce platform and that includes products like Sales Cloud, Service Cloud — that it includes the original idea of Salesforce not just being in the cloud, but being multi-tenancy.”

Data Cloud — not an acquisition, of course — was built natively on that platform. It was the first product built on Hyperforce, Salesforce’s new cloud infrastructure architecture. “Since Data Cloud was on what we now call the Einstein 1 platform from Day One, it has always natively connected to, and been able to read anything in Sales Cloud, Service Cloud [and so on]. On top of that, we can now bring in, not only structured but unstructured data.”

That’s a significant progression from the position, several years ago, when Salesforce had stitched together a platform around various acquisitions (ExactTarget, for example) that didn’t necessarily talk to each other.

“At times, what we would do is have a kind of behind-the-scenes flow where data from one product could be moved into another product,” said Jania, “but in many of those cases the data would then be in both, whereas now the data is in Data Cloud. Tableau will run natively off Data Cloud; Commerce Cloud, Service Cloud, Marketing Cloud — they’re all going to the same operational customer profile.” They’re not copying the data from Data Cloud, Jania confirmed.

Another thing to know is tit’s possible for Salesforce customers to import their own datasets into Data Cloud. “We wanted to create a federated data model,” said Jania. “If you’re using Snowflake, for example, we more or less virtually sit on your data lake. The value we add is that we will look at all your data and help you form these operational customer profiles.”

Let’s learn more about Einstein Copilot

“Copilot means that I have an assistant with me in the tool where I need to be working that contextually knows what I am trying to do and helps me at every step of the process,” Jania said.

For marketers, this might begin with a campaign brief developed with Copilot’s assistance, the identification of an audience based on the brief, and then the development of email or other content. “What’s really cool is the idea of Einstein Studio where our customers will create actions [for Copilot] that we hadn’t even thought about.”

Here’s a key insight (back to nomenclature). We reported on Copilot for markets, Copilot for merchants, Copilot for shoppers. It turns out, however, that there is just one Copilot, Einstein Copilot, and these are use cases. “There’s just one Copilot, we just add these for a little clarity; we’re going to talk about marketing use cases, about shoppers’ use cases. These are actions for the marketing use cases we built out of the box; you can build your own.”

It’s surely going to take a little time for marketers to learn to work easily with Copilot. “There’s always time for adoption,” Jania agreed. “What is directly connected with this is, this is my ninth Connections and this one has the most hands-on training that I’ve seen since 2014 — and a lot of that is getting people using Data Cloud, using these tools rather than just being given a demo.”

What’s new about Einstein Personalization

Salesforce Einstein has been around since 2016 and many of the use cases seem to have involved personalization in various forms. What’s new?

“Einstein Personalization is a real-time decision engine and it’s going to choose next-best-action, next-best-offer. What is new is that it’s a service now that runs natively on top of Data Cloud.” A lot of real-time decision engines need their own set of data that might actually be a subset of data. “Einstein Personalization is going to look holistically at a customer and recommend a next-best-action that could be natively surfaced in Service Cloud, Sales Cloud or Marketing Cloud.”

Finally, trust

One feature of the presentations at Connections was the reassurance that, although public LLMs like ChatGPT could be selected for application to customer data, none of that data would be retained by the LLMs. Is this just a matter of written agreements? No, not just that, said Jania.

“In the Einstein Trust Layer, all of the data, when it connects to an LLM, runs through our gateway. If there was a prompt that had personally identifiable information — a credit card number, an email address — at a mimum, all that is stripped out. The LLMs do not store the output; we store the output for auditing back in Salesforce. Any output that comes back through our gateway is logged in our system; it runs through a toxicity model; and only at the end do we put PII data back into the answer. There are real pieces beyond a handshake that this data is safe.”

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Why The Sales Team Hates Your Leads (And How To Fix It)

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Why The Sales Team Hates Your Leads (And How To Fix It)

Why The Sales Team Hates Your Leads And How To

You ask the head of marketing how the team is doing and get a giant thumbs up. 👍

“Our MQLs are up!”

“Website conversion rates are at an all-time high!”

“Email click rates have never been this good!”

But when you ask the head of sales the same question, you get the response that echoes across sales desks worldwide — the leads from marketing suck. 

If you’re in this boat, you’re not alone. The issue of “leads from marketing suck” is a common situation in most organizations. In a HubSpot survey, only 9.1% of salespeople said leads they received from marketing were of very high quality.

Why do sales teams hate marketing-generated leads? And how can marketers help their sales peers fall in love with their leads? 

Let’s dive into the answers to these questions. Then, I’ll give you my secret lead gen kung-fu to ensure your sales team loves their marketing leads. 

Marketers Must Take Ownership

“I’ve hit the lead goal. If sales can’t close them, it’s their problem.”

How many times have you heard one of your marketers say something like this? When your teams are heavily siloed, it’s not hard to see how they get to this mindset — after all, if your marketing metrics look strong, they’ve done their part, right?

Not necessarily. 

The job of a marketer is not to drive traffic or even leads. The job of the marketer is to create messaging and offers that lead to revenue. Marketing is not a 100-meter sprint — it’s a relay race. The marketing team runs the first leg and hands the baton to sales to sprint to the finish.

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via GIPHY

To make leads valuable beyond the vanity metric of watching your MQLs tick up, you need to segment and nurture them. Screen the leads to see if they meet the parameters of your ideal customer profile. If yes, nurture them to find out how close their intent is to a sale. Only then should you pass the leads to sales. 

Lead Quality Control is a Bitter Pill that Works

Tighter quality control might reduce your overall MQLs. Still, it will ensure only the relevant leads go to sales, which is a win for your team and your organization.

This shift will require a mindset shift for your marketing team: instead of living and dying by the sheer number of MQLs, you need to create a collaborative culture between sales and marketing. Reinforce that “strong” marketing metrics that result in poor leads going to sales aren’t really strong at all.  

When you foster this culture of collaboration and accountability, it will be easier for the marketing team to receive feedback from sales about lead quality without getting defensive. 

Remember, the sales team is only holding marketing accountable so the entire organization can achieve the right results. It’s not sales vs marketing — it’s sales and marketing working together to get a great result. Nothing more, nothing less. 

We’ve identified the problem and where we need to go. So, how you do you get there?

Fix #1: Focus On High ROI Marketing Activities First

What is more valuable to you:

  • One more blog post for a few more views? 
  • One great review that prospective buyers strongly relate to?

Hopefully, you’ll choose the latter. After all, talking to customers and getting a solid testimonial can help your sales team close leads today.  Current customers talking about their previous issues, the other solutions they tried, why they chose you, and the results you helped them achieve is marketing gold.

On the other hand, even the best blog content will take months to gain enough traction to impact your revenue.

Still, many marketers who say they want to prioritize customer reviews focus all their efforts on blog content and other “top of the funnel” (Awareness, Acquisition, and Activation) efforts. 

The bottom half of the growth marketing funnel (Retention, Reputation, and Revenue) often gets ignored, even though it’s where you’ll find some of the highest ROI activities.

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Most marketers know retaining a customer is easier than acquiring a new one. But knowing this and working with sales on retention and account expansion are two different things. 

When you start focusing on retention, upselling, and expansion, your entire organization will feel it, from sales to customer success. These happier customers will increase your average account value and drive awareness through strong word of mouth, giving you one heck of a win/win.

Winning the Retention, Reputation, and Referral game also helps feed your Awareness, Acquisition, and Activation activities:

  • Increasing customer retention means more dollars stay within your organization to help achieve revenue goals and fund lead gen initiatives.
  • A fully functioning referral system lowers your customer acquisition cost (CAC) because these leads are already warm coming in the door.
  • Case studies and reviews are powerful marketing assets for lead gen and nurture activities as they demonstrate how you’ve solved identical issues for other companies.

Remember that the bottom half of your marketing and sales funnel is just as important as the top half. After all, there’s no point pouring leads into a leaky funnel. Instead, you want to build a frictionless, powerful growth engine that brings in the right leads, nurtures them into customers, and then delights those customers to the point that they can’t help but rave about you.

So, build a strong foundation and start from the bottom up. You’ll find a better return on your investment. 

Fix #2: Join Sales Calls to Better Understand Your Target Audience

You can’t market well what you don’t know how to sell.

Your sales team speaks directly to customers, understands their pain points, and knows the language they use to talk about those pains. Your marketing team needs this information to craft the perfect marketing messaging your target audience will identify with.

When marketers join sales calls or speak to existing customers, they get firsthand introductions to these pain points. Often, marketers realize that customers’ pain points and reservations are very different from those they address in their messaging. 

Once you understand your ideal customers’ objections, anxieties, and pressing questions, you can create content and messaging to remove some of these reservations before the sales call. This effort removes a barrier for your sales team, resulting in more SQLs.

Fix #3: Create Collateral That Closes Deals

One-pagers, landing pages, PDFs, decks — sales collateral could be anything that helps increase the chance of closing a deal. Let me share an example from Lean Labs. 

Our webinar page has a CTA form that allows visitors to talk to our team. Instead of a simple “get in touch” form, we created a drop-down segmentation based on the user’s challenge and need. This step helps the reader feel seen, gives them hope that they’ll receive real value from the interaction, and provides unique content to users based on their selection.

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So, if they select I need help with crushing it on HubSpot, they’ll get a landing page with HubSpot-specific content (including a video) and a meeting scheduler. 

Speaking directly to your audience’s needs and pain points through these steps dramatically increases the chances of them booking a call. Why? Because instead of trusting that a generic “expert” will be able to help them with their highly specific problem, they can see through our content and our form design that Lean Labs can solve their most pressing pain point. 

Fix #4: Focus On Reviews and Create an Impact Loop

A lot of people think good marketing is expensive. You know what’s even more expensive? Bad marketing

To get the best ROI on your marketing efforts, you need to create a marketing machine that pays for itself. When you create this machine, you need to think about two loops: the growth loop and the impact loop.

1716755163 789 Why The Sales Team Hates Your Leads And How To1716755163 789 Why The Sales Team Hates Your Leads And How To
  • Growth loop — Awareness ➡ Acquisition ➡ Activation ➡ Revenue ➡ Awareness: This is where most marketers start. 
  • Impact loop — Results ➡ Reviews ➡ Retention ➡ Referrals ➡ Results: This is where great marketers start. 

Most marketers start with their growth loop and then hope that traction feeds into their impact loop. However, the reality is that starting with your impact loop is going to be far more likely to set your marketing engine up for success

Let me share a client story to show you what this looks like in real life.

Client Story: 4X Website Leads In A Single Quarter

We partnered with a health tech startup looking to grow their website leads. One way to grow website leads is to boost organic traffic, of course, but any organic play is going to take time. If you’re playing the SEO game alone, quadrupling conversions can take up to a year or longer.

But we did it in a single quarter. Here’s how.

We realized that the startup’s demos were converting lower than industry standards. A little more digging showed us why: our client was new enough to the market that the average person didn’t trust them enough yet to want to invest in checking out a demo. So, what did we do?

We prioritized the last part of the funnel: reputation.

We ran a 5-star reputation campaign to collect reviews. Once we had the reviews we needed, we showcased them at critical parts of the website and then made sure those same reviews were posted and shown on other third-party review platforms. 

Remember that reputation plays are vital, and they’re one of the plays startups often neglect at best and ignore at worst. What others say about your business is ten times more important than what you say about yourself

By providing customer validation at critical points in the buyer journey, we were able to 4X the website leads in a single quarter!

1716755164 910 Why The Sales Team Hates Your Leads And How To1716755164 910 Why The Sales Team Hates Your Leads And How To

So, when you talk to customers, always look for opportunities to drive review/referral conversations and use them in marketing collateral throughout the buyer journey. 

Fix #5: Launch Phantom Offers for Higher Quality Leads 

You may be reading this post thinking, okay, my lead magnets and offers might be way off the mark, but how will I get the budget to create a new one that might not even work?

It’s an age-old issue: marketing teams invest way too much time and resources into creating lead magnets that fail to generate quality leads

One way to improve your chances of success, remain nimble, and stay aligned with your audience without breaking the bank is to create phantom offers, i.e., gauge the audience interest in your lead magnet before you create them.

For example, if you want to create a “World Security Report” for Chief Security Officers, don’t do all the research and complete the report as Step One. Instead, tease the offer to your audience before you spend time making it. Put an offer on your site asking visitors to join the waitlist for this report. Then wait and see how that phantom offer converts. 

This is precisely what we did for a report by Allied Universal that ended up generating 80 conversions before its release.

1716755164 348 Why The Sales Team Hates Your Leads And How To1716755164 348 Why The Sales Team Hates Your Leads And How To

The best thing about a phantom offer is that it’s a win/win scenario: 

  • Best case: You get conversions even before you create your lead magnet.
  • Worst case: You save resources by not creating a lead magnet no one wants.  

Remember, You’re On The Same Team 

We’ve talked a lot about the reasons your marketing leads might suck. However, remember that it’s not all on marketers, either. At the end of the day, marketing and sales professionals are on the same team. They are not in competition with each other. They are allies working together toward a common goal. 

Smaller companies — or anyone under $10M in net new revenue — shouldn’t even separate sales and marketing into different departments. These teams need to be so in sync with one another that your best bet is to align them into a single growth team, one cohesive front with a single goal: profitable customer acquisition.

Interested in learning more about the growth marketing mindset? Check out the Lean Labs Growth Playbook that’s helped 25+ B2B SaaS marketing teams plan, budget, and accelerate growth.


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