Meet Martin

Martin has had a unique career that has spanned both analyst and marketing practitioner roles focused on high technology and related industries. The unifying factor has always been a keen analysis of go-to-market trends while also having achieved success as a marketing leader. Schneider started his career as a journalist covering b2b technologies and quickly transitioned into leading analysts covering application software for the 451 group in New York City, where he specialized in CRM, marketing, automation, and business intelligence analytics technologies. After analyzing the go-to-market strategies of dozens of technology vendors, Schneider made the move to the vendor side, where he led successful go-to-market teams for several startups and established tech providers including Sugar CRM, Basho, technologies, Caspio, and support logic. Schneider brings a wealth of marketing and sales alignment content strategy and other go-to-market expertise to his role at Annuity this research is excited to be merging his two passions in producing research and analysis around modern go-to-market and growth marketing strategies for a broad set of b2b professionals.

So what's driving this interesting evolution and how growth leaders that you're talking about are looking at approaching go-to-market right now?

Look, I think I think we've kind of hinted at it, right? I mean, it's the idea that looks, we we've changed the models of like delivery, and like payments, and like we've done all the infrastructure things, billing, you know, all these things that needed to be done in this new recurring model of everything. Subscription economy, whatever buzzword you want to use, right? Yep. But we have like, we never thought about the go-to-market and engagement strategies for the second half of that, right? We've never extended that part down the line. So that's really what's needed. Because what are we being forced with? We keep, you know, what did we hear a week or so ago in Chicago, right? Do more with less, you know, leverage data in ways that you never have. But well, what's the data need to be about? It's got to be about well, what's the customer experience that's driving new opportunities for growth? Right? It's about how we find lift, not just revenue. And how do we focus on the metrics and the KPIs that matter? Not the ones that are like what I would call kind of short-sighted, you know, how many times does a CMO pat the team on the back and said, Look, we did 115% of our lead handoffs, the sales for sales accepted leads were awesome. But the company misses its number. So then fingers get pointed, and people start, you know, and there's distrust and factions, and all those types of things that start to dysfunction, right? But because there wasn't a shared growth plan, there wasn't an understanding of like, well, well, what is a good lead? What are you know? And where did the post-sale? the idea that like, how do we not market these people effectively to get lifting growth inside our accounts, rather than just focusing on that new and blah, blah, blah, right? So I mean, that's really what's happening, right? Like, if everyone's using this term growth, and you see these things like growth hacking, and you use a term like hacking, and I'm like, that sounds a lot like just random, haphazard acts of marketing that are not strategic. They're not aligned to the entire journey. And that's really what's driving this, right, we need to have a full journey, an orchestrated approach that understands, you know, who are the personas for presale? Who are the personas for post-sale? What is that conversation track? What kind of content? What kind of channels? When do we provide that? What are the indicators that say this is upselling versus this is the reinforcement of just baseline stuff, of making sure they're actually using our product effectively, that kind of thing? And, and really building these models' full...