Demand Creation versus Capture
The complexities of balancing demand creation and demand capture in the B2B marketing funnel were explored in a recent podcast episode hosted by Joaquin Dominguez, Head of Marketing at Adzact. The conversation featured insights from three seasoned B2B marketing professionals. Their collective experience across diverse industries provided a comprehensive view of how to effectively navigate this crucial aspect of the marketing funnel.
Hosts
Joaquin Dominguez was joined by marketing experts to discuss the topic.
Guests
Beka Ventham, Senior Organic Growth Manager, Dragonfly.ai
Laura Crosby, Field Marketing Manager, Sprout Social
Tess Garner, Director of Channel Marketing, EMEA, Tenable
Defining Demand Creation and Capture
The discussion began with exploring the fundamental differences between demand creation and demand capture. Beka Ventham articulated demand creation as the process of building desire for something non-essential. In her role at Dragonfly.ai, demand creation involves illustrating how their AI-driven tools can optimise creative decisions in ways that C-suite executives may not yet realise they need. In contrast, demand capture is geared towards engaging consumers who are already aware of their problems and are seeking solutions.
Laura Crosby expanded on this concept, describing demand creation as creating a problem for audiences to solve, even if they don't initially perceive it as an issue. Using Microsoft Excel as an example, she highlighted how people often cling to familiar tools despite the existence of superior alternatives. Demand creation, therefore, involves educating audiences on the inefficiencies of their current practices and presenting more effective solutions.
Tess Garner, working in the cybersecurity sector, provided a unique perspective, noting that her audience is often already problem-aware due to the constant presence of cybersecurity threats in the media. For her, demand creation is less about highlighting unknown issues and more about positioning Tenable as the preferred partner for organisations seeking to manage these risks.
"Demand creation is about highlighting a need that customers don’t even realise they have. It’s not just about selling a product; it’s about creating value and shifting perspectives." – Beka Ventham
The Challenges of Balancing the Funnel
One of the core themes of the discussion was the challenge of balancing immediate sales goals with long-term brand-building efforts. Laura highlighted the inherent tension between marketing and sales, particularly in organisations with aggressive short-term targets. This pressure often shifts the focus towards demand capture, where measurable ROI is more immediate, leaving demand creation—which is crucial for sustained brand health—underfunded and undervalued.
Beka, working in a startup environment, shared a different challenge: navigating the boundary between nurturing relationships and satisfying the immediate demands of the sales team. In her role, she has the rare opportunity to allow organic efforts to 'breathe', focusing on long-term brand building without the intense pressure to generate leads at scale. This freedom enables her to experiment with content and engagement strategies that foster deeper, more meaningful connections with their target audience.
Tess discussed the importance of collaboration between marketing, sales, and customer success teams to maintain alignment on messaging and strategy. She emphasised the need for marketing to support the sales process not just with leads but with actionable insights that can guide the sales conversation.
“To capture demand effectively, you must first build trust. It’s not just about closing deals; it’s about positioning your brand as a reliable partner through every stage of the buyer’s journey.” - Laura Crosby,
Strategic Personalisation and Complexity Management
The panellists agreed that personalisation is critical for engaging potential customers at both the demand creation and capture stages. However, they cautioned against over-complicating personalisation efforts. Tess noted that while strategic personalisation can significantly enhance engagement, it must be balanced against the resources available and the potential for confusion within the marketing team.
Beka highlighted that in her role, flexibility and experimentation are essential. As Dragonfly.ai carves out a niche, she has the freedom to test and iterate on different strategies without the fear of 'breaking' anything. This approach contrasts with the more methodical and research-driven strategies employed by Tess at Tenable, where the stakes are higher, and precision is paramount.
Leveraging Thought Leadership and Social Proof
One of the recurring themes was the power of thought leadership and social proof in both demand creation and capture. Tess stressed that genuine, peer-to-peer engagement is becoming increasingly important as audiences become more sceptical of traditional advertising. This sentiment was echoed by Laura, who emphasised the importance of using customer testimonials and case studies to build credibility and trust.
Beka noted the value of offering content that is adjacent to a product, such as expert interviews and industry insights, which can help to position a brand as a thought leader without overtly selling. This strategy not only nurtures leads in the long term but also keeps the brand top of mind for when potential customers are ready to buy..
"Balancing short-term sales goals with long-term brand building is one of the biggest challenges for B2B marketers. The key is to stay focused on delivering meaningful, human-centric experiences that resonate with your audience” – Tess Garner
Adapting to Budget Constraints
The conversation also touched on the impact of budget constraints on demand generation strategies. Laura mentioned that tighter budgets often push marketers to focus more on bottom-of-the-funnel activities, where ROI is more tangible. Tess, however, pointed out that effective marketing is not necessarily about the size of the budget but about deploying it strategically to the most impactful areas.
Beka shared her experience working within minimal budgets, where 'scrappy' marketing tactics are not only necessary but can also yield high returns. She highlighted the importance of cross-department collaboration, particularly with product and customer success teams, to ensure that marketing efforts are aligned with the overall business strategy.
Conclusion
The discussion underscored the importance of maintaining a balance between demand creation and demand capture, even in the face of budget constraints and organisational pressures. By leveraging strategic personalisation, thought leadership, and cross-functional collaboration, B2B marketers can build robust, sustainable strategies that support both short-term sales and long-term brand growth.
As the landscape of B2B marketing continues to evolve, the need for continuous adaptation, creativity, and collaboration will remain paramount. The insights shared by Beka, Laura, and Tess offer a valuable blueprint for navigating these challenges and turning them into opportunities for growth.
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