B2B Buying Secrets: How Top Sales, Marketing & Customer Success leaders buy software today

Even though everyone in B2B is buying like a consumer, the way that B2B companies sell just doesn't reflect that. 

Our team interviewed 12 B2B tech leaders like Joe Chernov, Jocelyn Brown, Meagen Eisenberg and made it into a guide for you to make your sales process better. 

In this guide you'll learn:

  • 6 key buying themes across all B2B leaders.
  • Their individual buying principles and the psychology behind them.



We asked 12 B2B Sales and Customer Success leaders at large technology companies a question: How Do You Buy?

Joe Chernov

VP of Marketing

Meagen Eisenberg

CMO

Jocelyn Brown

VP Customer Success

Cheryl Kerrigan

VP of People

Quin Hoxie

CTO

Danielle Cerisano

VP Finance

Jess Weisz

COO

Jay Hedges

SVP of Revenue

Chapter 3: Meagen Eisenberg, CMO, TripActions

What do you generally spend money on in any given year?

"A good portion of budget focuses on headcount and software; we currently have more than 23 pieces of technology in our marketing stack. We spend a small amount on data, but it’s not a big part of the overall spend. 

One thing I think we probably spend less on than others is services. I’d rather have my team learn the ins and outs of a platform and even do the implementation of a product themselves in order to know its inner workings really well.

It might take a bit longer, but it’s a tremendous advantage for us to have those skills in house down the road, and it’s a skill that person can take with them to their next role. When I hire, the desire to learn, and the initiative to pick something up and figure it out is something I look out for.

When we do hire for services, we are usually hiring for “arms and legs”. We know what we want, but need a little extra

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Ruth Zive

CMO

Adam New Waterson

VP of Demand Generation

Troy Goode

CTO

Steve Woods

CTO

"The single biggest source for me is my network. I have a great network of peer CMOs and heads of marketing, and within this network we talk a lot about what’s out there and what works.
I speak at quite a few conferences, and I’m always on the look-out for interesting approaches to solving problems or removing bottlenecks. Similarly, I advise a fair few companies and many startups are in a wonderful position to try out new and highly innovative solutions. 

I learn a lot from what they are using and what problems it is able to resolve. A fourth source of new ideas for me is the VC community. I have a fair few VCs in my network and they will often ping me with companies they are evaluating to get my perspective. I suspect I learn as much from these interactions as they do."

How do you discover what is “out there” in terms of new solutions and ideas that might be worth exploring?

Out of the solutions that are out there and potentially interesting, how do you decide what to look into now? How do you set your priorities?

"At the top level, our company has a set of initiatives that general resolve to revenue targets and reach to developers. I work very closely with Carlos, our CRO, and we evaluate where the bottlenecks are in the overall process and what we want to prioritize. Bottlenecks often have multiple ways of being dealt with, so between Carlos and I, budget and headcount will sometimes move back and forth as we hone in on the best way to grow the business.


As an example, we recently had a growing backlog of qualified leads (MQLs). We looked at a number of ways of dealing with the challenge, including everything from just tightening criteria, bringing in predictive scoring as a solution to better prioritize, hiring an outsourced telemarketing team to qualify, using technology like Conversica to automate some of the outreach, or accelerated hiring of sales. 

Obviously, depending on the path we choose, the headcount and budget might fit better with me or with Carlos, but the most important driver is resolving the bottleneck and harnessing the opportunity."

bandwidth to get it done. It would be rare for us to hire for services where we didn’t deeply understand the underlying product."

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