We're currently evolving our approach by segmenting our go-to-market motions between strategic and emerging accounts, each requiring different sales and marketing approaches. For strategic accounts, we're implementing a more personalised approach, while emerging accounts rely more heavily on brand channels, SEM, and SEO. We've mapped out the entire customer lifecycle, clearly defining responsibilities at each stage using the RACI model. Rather than treating it as a relay race with clear handoff points, we've adopted more of a basketball team mentality – there's constant back-and-forth collaboration between teams throughout the journey.

Our focus on multi-threading has intensified as we've identified it as a critical factor in reducing pipeline dropout rates, particularly before the contracting stage. We're leveraging various strategies to build these multiple relationships within target accounts. This includes using our executive team for top-to-top meetings, utilising 6sense to identify and engage different buying groups with targeted content, and implementing innovative approaches like our Retail Media Thursdays series – a podcast where we engage with industry leaders in informal settings. We're also using LinkedIn Sales Navigator in conjunction with our paid campaigns to mirror and amplify our sales team's connection-building efforts.

To enhance our multi-threading effectiveness, we've recently modified our pipeline review meetings to focus more on account engagement scores and identifying opportunities to expand our reach within target accounts. This shift from traditional pipeline reporting to strategic account planning has already shown promising results in improving our ability to engage multiple stakeholders effectively.