Marketing Processes
Platform Stage | $40M+ ARR | 200+ headcount
Main challenge: Running a durable company. Org drag, governance.
Marketing Processes
Stage-appropriate approach: Organizations at Platform stage operate marketing as a multi-product, multi-geo function with specialized teams, robust governance, and sophisticated attribution. Marketing shifts from growth driver to growth infrastructure.
Content Strategy
Stage-appropriate approach: Content at Platform stage is multi-product, localized, and produced at scale with governance — thought leadership, analyst relations, and executive content become strategic priorities.
| Content Type | Platform-Stage Focus |
|---|---|
| Thought Leadership | CEO/C-suite bylines, industry reports, original research |
| Product Content | Per product line, per persona, per stage |
| Localized Content | Key content translated and culturally adapted |
| Partner Content | Co-branded with strategic partners |
| Analyst Content | Gartner, Forrester, G2 — briefings and responses |
| Customer Content | Case studies at scale, video testimonials, CAB reports |
Content Governance:
| Element | Requirement |
|---|---|
| Content Strategy | Annual content plan aligned to GTM priorities |
| Content Ops | Centralized production, distributed inputs |
| Content Quality | Editorial standards, brand voice, legal review |
| Content Performance | Attribution to pipeline, engagement metrics |
| Content Localization | Priority languages, adaptation guidelines |
What NOT to do at this stage:
- Content without strategy — volume without intentionality creates noise
- Ignoring localization — if multi-geo, content must adapt
- Thought leadership by committee — executive content needs executive voice
Playbook Reference: See Content Strategy and Enablement, Thought Leadership Content Strategy
Website & Positioning
Stage-appropriate approach: The website at Platform stage is often multiple sites — product-line sites, regional sites, and partner portals — with centralized governance and sophisticated personalization.
| Property | Purpose | Governance |
|---|---|---|
| Corporate Site | Brand, investor relations, company info | Corporate marketing |
| Product Sites | Per product line, deep functionality | Product marketing |
| Regional Sites | Localized content, regional campaigns | Field marketing |
| Partner Portal | Partner resources, deal registration | Partner marketing |
| Community Site | User community, forums, knowledge base | Community team |
Personalization:
| Dimension | Approach |
|---|---|
| Industry | Vertical-specific landing pages and case studies |
| Segment | Enterprise vs Mid-Market vs SMB messaging |
| Product Interest | Behavior-based product recommendations |
| Account Status | Customer vs prospect vs partner |
| Geography | Language, currency, regional offers |
What NOT to do at this stage:
- Single site for everything — different audiences need different experiences
- Inconsistent brand — freedom without guidelines creates confusion
- Static experience — if everyone sees the same thing, personalization is wasted
Playbook Reference: See Website Lead Capture and Form Configuration, Website Analytics Implementation
Demand Gen / Paid
Stage-appropriate approach: Demand generation at Platform stage runs multi-product, multi-geo campaigns with sophisticated attribution, budget allocation by segment, and close integration with sales development.
| Channel | Platform-Stage Approach |
|---|---|
| Paid Search | Product-line specific, competitive conquesting |
| Paid Social | Multi-language, segment-specific, retargeting |
| Display/Programmatic | Intent-based, ABM-integrated |
| Content Syndication | High-quality leads, content gates, lead scoring |
| Review Sites | G2, Capterra — active management, PPC |
| Sponsorships | Industry publications, podcasts, newsletters |
Attribution & Measurement:
| Model | Use Case |
|---|---|
| Multi-touch Attribution | Pipeline and revenue credit across touchpoints |
| Marketing Mix Modeling | Budget allocation, channel efficiency |
| Incrementality Testing | Holdout tests for channel validation |
| ABM Attribution | Account-level engagement and influence |
Budget Governance:
| Element | Requirement |
|---|---|
| Annual Planning | Budget by channel, segment, product |
| Quarterly Review | Reallocation based on performance |
| Monthly Reporting | Spend vs plan, CPL, pipeline contribution |
| Regional Allocation | % of budget for each region |
What NOT to do at this stage:
- Single attribution model — no one model captures reality; use multiple
- Set-and-forget budgets — agility requires reallocation capability
- Ignoring brand spend — not everything is performance; brand matters at scale
Playbook Reference: See Demand Generation Budget Allocation, Paid Media
Community & Network
Stage-appropriate approach: Community at Platform stage is a strategic asset — user community, developer ecosystem, customer advisory boards, and partner networks create moat and reduce churn.
| Community Type | Purpose | Investment Level |
|---|---|---|
| User Community | Peer support, product feedback, advocacy | Dedicated team |
| Developer Ecosystem | Integrations, apps, extensions | Developer relations |
| Customer Advisory Board | Strategic input, roadmap validation | Executive program |
| Partner Network | Co-sell, co-market, integrations | Partner team |
| Analyst Relations | Industry influence, validation | AR specialist |
Community Metrics:
| Metric | Why It Matters |
|---|---|
| Active Members | Engagement health |
| Peer Support Deflection | Support cost reduction |
| NPS of Community Members | Community satisfaction |
| Contribution Rate | % creating vs consuming |
| Cross-Sell from Community | Pipeline influence |
What NOT to do at this stage:
- Community as afterthought — community is strategic; treat it that way
- Ignoring developer relations — if APIs matter, developers matter
- CAB without action — if feedback doesn't inform roadmap, trust erodes
Playbook Reference: See Community Growth and Engagement
Event Strategy
Stage-appropriate approach: Events at Platform stage include major owned events, sponsored events globally, and a rigorous ROI framework — events are investment centers, not expense centers.
| Event Type | Scale | Frequency |
|---|---|---|
| Owned Conference | 1,000-10,000+ attendees | Annual flagship |
| Regional Events | 100-500 attendees | Per region, 1-2x/year |
| Sponsored Conferences | Booth + speaking | Major industry events |
| Partner Events | Co-hosted | With strategic partners |
| Executive Events | 20-50 executives | Intimate dinners, roundtables |
| Virtual Events | 100-1,000+ | Ongoing webinar program |
Event Governance:
| Element | Requirement |
|---|---|
| Annual Calendar | All events planned by Q4 prior year |
| Budget Allocation | % of marketing budget, by event type |
| ROI Framework | Pipeline attribution, cost per opp |
| Approval Process | New event requests, sponsor requests |
| Post-Event Analysis | Required debrief, learnings documented |
What NOT to do at this stage:
- Events without pipeline goals — every event should have measurable targets
- Sponsorship by habit — evaluate each sponsorship; don't auto-renew
- Owned event without content strategy — flagship events need flagship content
Playbook Reference: See Physical Event Process and ROI Reporting
ABM (Account-Based Marketing)
Stage-appropriate approach: ABM at Platform stage is fully mature — integrated with sales, running at multiple tiers, and tied to pipeline and revenue metrics. ABM is how enterprise deals are won.
| Tier | Approach | Coverage |
|---|---|---|
| 1:1 ABM | Fully customized programs | Top 20-50 accounts |
| 1:Few ABM | Cluster-based campaigns | Industry/segment clusters |
| 1:Many ABM | Programmatic personalization | Broader target list |
ABM Orchestration:
| Element | Requirement |
|---|---|
| Account Selection | Joint Sales + Marketing, data-driven |
| Play Library | Standardized ABM plays by persona/trigger |
| Orchestration Platform | 6sense, Demandbase, or equivalent |
| Sales Alignment | Weekly SDR/AE sync on ABM accounts |
| Measurement | Account engagement score, pipeline influence |
ABM Metrics:
| Metric | Target Range |
|---|---|
| Target Account Engagement | 60-80% of targets engaged |
| Pipeline from ABM Accounts | 40-60% of enterprise pipeline |
| Velocity Improvement | 20-30% faster cycle times |
| Win Rate on ABM Accounts | 30-50% higher than non-ABM |
What NOT to do at this stage:
- ABM as marketing-only — without sales alignment, ABM fails
- Too many Tier 1 accounts — if everything is 1:1, nothing is 1:1
- ABM without intent data — flying blind when signals are available
Playbook Reference: See ABM/ABS Process and System
Marketing Ops
Stage-appropriate approach: Marketing Operations at Platform stage is a strategic function — owning the tech stack, data infrastructure, attribution, compliance, and operational excellence of the marketing org.
| Function | Scope |
|---|---|
| Marketing Technology | Stack ownership, vendor management, integrations |
| Data & Analytics | Attribution, reporting, data quality |
| Campaign Operations | Email ops, list management, automation |
| Compliance | GDPR, CCPA, consent management |
| Budget & Planning | Budget tracking, forecast support |
Tech Stack Governance:
| Category | Platform-Stage Tools |
|---|---|
| MAP | Enterprise-grade (Marketo, Eloqua, HubSpot Enterprise) |
| ABM Platform | 6sense, Demandbase, or equivalent |
| Attribution | Bizible, Dreamdata, or equivalent |
| Intent Data | Bombora, 6sense, G2 |
| Enrichment | ZoomInfo, Clearbit, Apollo |
| Webinar | ON24, Webex Events |
| Event Management | Splash, Cvent |
Compliance Requirements:
| Regulation | Requirement |
|---|---|
| GDPR | Consent management, data deletion, DPO |
| CCPA/CPRA | Opt-out mechanisms, data disclosure |
| CAN-SPAM | Unsubscribe, sender identification |
| Regional Regulations | Country-specific (e.g., Brazil LGPD) |
What NOT to do at this stage:
- Tool proliferation — governance prevents stack bloat
- Ignoring compliance — fines and reputation risk are real
- Ops as service desk — marketing ops should be strategic, not just tactical
Playbook Reference: See Marketing Automation Platform Implementation, Marketing Metrics and Reporting
Partner Marketing
Stage-appropriate approach: Partner marketing at Platform stage is a dedicated function — co-marketing with strategic partners, MDF programs, partner content, and joint campaigns drive meaningful pipeline.
| Partner Type | Marketing Approach |
|---|---|
| Technology Partners | Co-branded content, integration launches |
| Channel Partners | MDF-funded campaigns, local events |
| SI Partners | Joint solutions marketing, case studies |
| Cloud Marketplaces | AWS/Azure/GCP co-sell campaigns |
| ISV Partners | Integration content, joint webinars |
MDF (Market Development Funds) Governance:
| Element | Requirement |
|---|---|
| Budget Allocation | % of partner revenue reinvested |
| Approval Process | MDF request → review → approval → execution |
| Performance Tracking | ROI per MDF dollar, pipeline attribution |
| Use Case Guidelines | Approved activities, brand requirements |
Partner Content:
| Asset | Purpose |
|---|---|
| Solution Briefs | Joint value proposition |
| Integration Guides | Technical how-to |
| Case Studies | Joint customer success |
| Sales Decks | Partner-delivered messaging |
| Battle Cards | Competitive positioning for partners |
What NOT to do at this stage:
- MDF without ROI tracking — if partner marketing isn't measured, it's a gift
- Ignoring partner brand — co-branded means both brands; not just yours
- Partner content as afterthought — partners need assets to sell for you
Playbook Reference: See Partner Marketing Programs, Partnership Success Platform Implementation