As SaaS executive leadership, we’re constantly bombarded with data. Pipeline metrics, conversion rates, and cost-per-lead are the gospel. But how often do we stop and ask if these metrics truly reflect progress, or just activity? The truth is, the disconnect between how our buyers operate and how we generate demand is often vast. Buyers are increasingly self-directed, working through complex internal processes before ever engaging with sales. Meanwhile, our sales teams are pressured to fill the pipeline with “qualified” opportunities, and often dismiss leads that lack immediate, demonstrable buying signals. This creates a fundamental misalignment, and one that’s costing us revenue and eroding buyer trust.
The Observed Pattern: Activity as a Proxy for Progress
Look around at the typical demand generation playbook. It’s often defined by volume: webinars, ebooks, social media campaigns, and mass email blasts. The metrics we track – website visits, downloads, demo requests – are treated as indicators of success. More activity equals more leads, and more leads supposedly equal more revenue. But what if all this activity is simply creating noise, not genuine engagement? What if we’re measuring the wrong things, and the real progress is happening internally, well before our sales teams even get involved?
Why This Approach Fails: Ignoring the Internal Consensus Journey
Modern SaaS purchases are rarely made by a single decision-maker. Instead, they involve a complex web of stakeholders, each with their own needs, priorities, and internal political considerations. Buyers embark on a journey of internal consensus building long before they’re ready to speak with sales. They research solutions, compare vendors, and build a case for change – often without ever interacting with our marketing or sales teams. The traditional demand generation model, focused on immediate lead capture, completely misses this critical phase. It treats buyers as ready to buy when, in reality, they’re still in the process of educating and aligning their internal teams.
This misalignment creates a cascade of negative consequences. Sales teams waste time chasing unqualified leads. Buyers are inundated with irrelevant content and outreach. The result? A diluted brand, wasted marketing spend, and a prolonged sales cycle. We’re optimizing for activity, not for understanding and supporting the buyer’s actual journey.
What Changes Outcomes: Focusing on Buyer Intent and Context
To truly drive revenue, we need to shift our focus from activity proxies to progress indicators. This means understanding the buyer’s internal context and journey stage. We need to move beyond simply generating leads and start identifying and supporting buyers who are actively building internal consensus.
This requires a fundamental shift in how we approach demand generation. It means:
- Understanding Buyer Intent: Instead of simply tracking clicks and downloads, we need to analyze the content buyers are consuming, the questions they’re asking, and the internal conversations they’re likely having.
- Mapping the Internal Journey: Identify the key stakeholders involved in the buying process and understand their individual needs and concerns. Tailor content and messaging to address these specific points.
- Relevance Over Volume: Prioritize providing value and context over simply driving engagement. Ensure our outreach is highly targeted and addresses the buyer’s current problem and urgency.
- Sales & Marketing Alignment: Foster a collaborative environment where sales and marketing share insights about buyer behavior and journey progress.
Conclusion: Realigning for Revenue Growth
The SaaS landscape is constantly evolving, and so too must our demand generation strategies. We can no longer afford to operate under the illusion that activity equates to progress. By shifting our focus from volume to value, from lead generation to buyer support, and from activity proxies to genuine insights, we can build a demand generation engine that truly drives revenue. The key is to understand that the real work often happens behind the scenes, within the buyer’s internal ecosystem. We must equip our teams to engage at the right time, with the right message, and with a deep understanding of the buyer’s context. That’s where real results are found.