Why GTM Orchestration Breaks Without Contact-Level Execution

Hello, everybody, and welcome to today's webinar, why go-to-market orchestration breaks without contact-level execution. We're going to give everyone just a few more seconds to file in, and some of you are already engaging in the chat, but we'd love to hear from you all. Say hey. Tell us where you're dialing in from. My name is Kaela Clark. I'm joining from Charleston, South Carolina. So we'd love to know where the audience is joining from. Oh, hello. All over. Wow. That's so fun. Okay, guys. Let's let's get started. So we have a pretty packed agenda today. We probably will run the full sixty minutes for today's webinar. This session is being recorded. So if you are registered and watching this later, thanks for joining us. Those of you who are here, thanks for taking the time, and we'll make sure this recording is sent to you. We are gonna answer questions as we go through the webinar today. So just as you are engaging in the chat, next to that, you should see a Q&A tab. So as you have questions, please submit them there, and we'll make sure we get answers as they're submitted. Okay. So what are we gonna talk about today? First, we are going to start with a panel discussion, and I'm super excited to introduce my colleagues here in just a minute. We're going to break down traditional go-to-market orchestration and where it normally breaks. Then I'm excited to share some new releases from Influ2, some exciting enhancements that we built to intentionally address some of these go-to-market orchestration obstacles that we'll talk through in our panel discussion. And then we'll close out today with a real playbook, so leave you with some actual tips and tricks on how to win the market before they're ready to buy. So I am super excited to be joined by the best panel today. I again, my name is Kaela Clark, and I'm the head of product marketing and life cycle marketing at Influ2. And today, I am joined by Ed Vander Bush, senior manager of ABM at LiveRamp, Devin Reed, CEO and founder of The Reeder. Sorry. And then Anna Tsymbalist, head of ABM at Influ2. Guys, super excited to have you here today.

Likewise.

Yeah.

Amazing. Alright. So I wanna kick off this panel discussion. And to set the stage, I actually just wanna ask a really simple question before we dig into any of the content. And the question is, what is go-to-market orchestration? What do you think of when I say that term? Is it tech? Is it strategy? Is it both? So my first question is to the audience, if you have an answer to that, feel free to weigh in in the chat, But I wanna invite our panelists to share their opinion on this. So, Devin, I'll start with you. What is go-to-market orchestration?

Yeah. I'm excited to see what people put in the chat because I feel like it could, could have a lot of answers depending on, you know, kind of your your approach to to go-to-market and and also, like, your company stage. So, I admit when when GTM orchestration kind of first, you know, became a thing and became became kind of mainstream in our world, it felt a little intimidating. Like, go-to-market orchestration. There's an acronym. It's a lot of syllables. So I always try to kinda, like, simplify it in the most, you know, easy to understand way for myself and then obviously to to help others and and other clients that I work with. So to me, it's in its simplest form, it's your game plan for winning your market, and it has three key parts. The first is set your strategy. Right? So who are you going after? Why are why are we targeting this group? How are we going to help them specifically with our product and with our, with our with our content and our marketing activities? Two is designing the plays. So how do we build journeys, at the buyer level, not just targeting accounts? And how do we think about the different messages and content that we're going to create, including events? And then the third is just running the play. So how do we actually execute across those channels? The the probably biggest, you know, misstep or or kind of mistake that I see really often in b to b marketing is kind of like skipping through one and two and trying to get to three as quickly as possible. And I I think it makes sense because a lot a lot of pressure, right, to to perform. There's not a lot of time. We don't have a lot of large margin of error. So it is kind of tempting sometimes to skip through some of the strategy and design work to get right to the execution. But I believe that orchestration is a strategic discipline first, and then technology, you know, kinda comes later around the execution phase.

Amazing. And, Ed, what would you have to add to that?

Yeah. I I I I really appreciate what what Devin just articulated. You know? And I think at the core of those steps are are people. And, you know, sometimes as marketers, I think we can think about audiences and we can think about segments and groups of accounts and reports and Salesforce. And, we forget that there's people just like us on the other side. And helping to understand what they're after and what they're trying to solve is really at the core of how we orchestrate the team around providing the right value to each of those, to each of those people. And what what are they trying to solve? What's driving them? And something else I've been thinking about recently is, you know, we've always said as as account based marketers, as marketers, you know, like, strategy always drives tech. You know, we don't start with technology. But I've been thinking about the way that the market has changed, even in the last few years, but certainly since I've started, doing ABM about ten years ago, is knowing what's available to us, understanding what the technology is capable of doing is really helping us to unlock what's possible in our strategy. Things that we're able to do now, signals that we're able to see resolution of, things that we couldn't have done even a couple years ago. And I know that's really changing how I think about building strategy and and getting the right messages to the right people. But, really, I think, you know, to sum it up, I think orchestration is how do we tie the right value to the right people and make sure that their trip through that customer journey is one that adds value to their work.

Yeah. Amazing. And already from what I'm seeing in the chat, there's mentions that tie into both of your explanations, so that's great. Anya, what about you?

Should I just say, yeah. I agree. No. But, honestly, I think go-to-market registration is a lot of big words. And being the practitioner who actually needs to execute on this, I you know, what does it look like? What is it? What are we trying to achieve? And I agree with Devin that the strategy stands at the core because if you skip the strategic part and the planning and the analyst analysis, then you'll do all of the execution and then have zero results or, you know, unsatisfied, you know, bad results. But, honestly, I think apart from technology and orchestration, it involves a lot of human interaction. And human interaction, I think, is the hardest part. Marketing, sales, customer success, all of them working together, working from the same data, working with the same people, and bringing relevancy at every stage. I think this is the toughest part of the of orchestration. And I think, I mean, for me, personally, this is, like, the main challenge of navigating every stakeholder in this.