A Demand Gen Charter for your company

Internal comms so all your peers will finally understand what you do

Demand gen seems to be this illusive beast that everyone defines differently. My running quote is that you can ask 100 different demand marketers what they do for work and you’ll get 97 different answers back.

So, taking a page out of Jason Oakley’s playbook I thought it was high-time that someone create a Demand Gen Charter template for heads of DG everyone to leverage internally to share their stories. Who they are, why the department exists, and what functions sit firmly within the wheelhouse of demand gen.

Let’s get into it!

Why we exist

To build an audience, establish authority, and generate interest in your brand, resulting in high-quality pipeline generation.

Stakeholders

The way I see it, Demand Gen sits at the intersection of RevOps, Marketing, Customer Success, and Sales.

We’re the orchestrators taking quantitative and qualitative feedback from prospects, customers, and the market to derive and execute a GTM plan.

Wrapped around all of that is a desire to understand, evangelize, and engage our customers. The better we understand our customers, the more we grow.

I go back and forth in my head quite a bit on the best analogy for a head of demand gen. Some days I feel like the conductors in The Polar Express as one is one top of the train trying to direct the other to pull the levers in the right order to safely return the train to the tracks after finding themselves in slippery territory. 😅 Otherwise known as…the firedrill days.

Whereas, other days the train feels more on track and the role feels more accurately described as the last runner in a team baton race, compiling all of the learnings to get the campaign over the finish line.

Hopefully, most days you feel like the ladder, too.

Our Wheelhouse

I think Evan Hughes said it best, most demand gen responsibilities look something like this these days:

𝗝𝗼𝗯 𝗣𝗼𝘀𝘁𝗶𝗻𝗴: Demand Gen Manager

𝗣𝗿𝗶𝗺𝗮𝗿𝘆 𝗙𝗼𝗰𝘂𝘀: Developing and executing strategies to generate demand, drive qualified leads, and contribute to revenue growth through effective multi-channel marketing campaigns and collaboration with sales teams.

And then you scroll further...

𝘖𝘩. 𝘋𝘪𝘥 𝘸𝘦 𝘧𝘰𝘳𝘨𝘦𝘵 𝘵𝘰 𝘮𝘦𝘯𝘵𝘪𝘰𝘯...

𝗔𝗱𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽
Branding
Market research
Content creation
Walk the office dog
Social media management
Customer engagement
Advertising campaigns
Public relations
Email marketing
Analytics and data analysis
Product positioning
Competitor analysis
Make office coffee
Event planning
SEO optimization
Influencer partnerships
Customer segmentation
Sales support
Brand consistency
Budget management
Trend analysis
Campaign measurement
Lead generation
Webinars and events
Paid advertising
Referral programs
Customer testimonials
Account-based marketing
Influencer collaborations
Retargeting strategies
Interactive content creation
A/B testing for campaigns
Targeted drip campaigns
Host weekly webinars
Produce weekly webinars
Conversion rate optimization
Strategic partnerships
Personalized customer journeys
Marketing automation workflows

𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻: "Competitive"
- Salary: $65K
- PTO: 7 Days

𝗕𝗲𝗻𝗲𝗳𝗶𝘁𝘀:
- N/A

Sure, some of this is exaggerated, but honestly not by much. So I’ve built a template with common role overviews, funnel stage focus, channels & KPIs for success. And what each role should prioritize vs what it might support, or not prioritize at all.

Here’s to hoping this template helps you become the actual Head of Demand Gen and not the head of everything that’s not nailed down. 🥴

An actual email intro from this week.

Have a great week ahead!
Kaylee

P.S. I’m back in seat committed to writing and publishing weekly. Respond back to this post and let me know which topic I should prioritize for next week!

1. Automated Outbound - The game of outbound marketing is changing, and now with new players on the field like UnifyGTM, Clay, etc. “automated outbound” is quickly becoming a new growth lever for B2B SaaS companies.
2. Making the shift from lead gen to demand gen - It feels like everyone has been talking about this for years, but still not everyone has been able to successfully make the shift. I’ll share how I’ve done this successfully for 4 brands, and failed miserably for another.