The B2B sales landscape has become increasingly complex, with the number of stakeholders involved in decision-making processes growing significantly. In my experience, we're now dealing with anywhere from 9 to 12 stakeholders in a typical enterprise sales cycle. This complexity introduces new challenges, particularly when it comes to identifying potential roadblocks.

One of the key insights I've gained is that it's not just about finding who can say "yes" to a deal, but more importantly, identifying who can say "no". Not everyone involved in the process holds equal weight in decision-making. Some stakeholders may not be budget holders or key influencers, but they can raise red flags or voice concerns that can derail a deal.

To navigate these complex stakeholder dynamics, marketing can play a crucial role. I believe there's an opportunity for marketing to support sales by sharing business value without an overt intent to generate meetings or leads. Instead of immediately labelling every interaction as a lead, we could focus on observing the profiles engaging with our content. This approach might not yield immediate sales results, but it could help us create a more nuanced persona of the profiles interacting with our organisation's content.

For example, procurement teams often conduct feature comparisons, trying to identify which solution offers more functionality at the same or lower price point. If we can provide content that addresses their specific concerns—perhaps around cost optimisation, risk management, or vendor evaluation—we can begin to influence their perspective long before they're officially involved in the procurement process.

This more holistic, long-term approach to stakeholder engagement might not yield immediate results, but it can significantly smooth the path when we enter formal negotiations. Of course, implementing such a strategy would require close alignment between sales and marketing, with a shared understanding of the nuanced goals we're pursuing.

There's often a tendency for marketing teams to pass leads over to sales with minimal filtering, very seldom verifying whether the lead falls into our Ideal Customer Profile (ICP) category. What could be truly valuable for sales teams is a more nuanced approach to lead qualification.

Imagine a scenario where we reach out to a lead with a message like, "We noticed you've downloaded this content. Here are some highlights of how industry leaders are using it. What resonated with you?" This initial engagement could be followed by an offer: "Would it be valuable if we connected you with someone who could discuss how your peers are interacting with this solution?"

This approach serves multiple purposes. First, it helps qualify whether the person is genuinely interested in our offering. Second, it provides an opportunity to understand where they sit within their organisation, allowing us to tailor our content and approach more effectively.

When we implement these steps, it becomes much easier to identify which leads are worth investing time in. It's not just about quantity; it's about quality and relevance. By having this initial conversation, we can gauge interest levels, understand the potential prospect's role and challenges, and determine if there's a genuine fit between their needs and our solutions.

In addition, understanding which businesses and personas are engaging with our content across different channels can be incredibly valuable. For instance, if we notice that the finance functions of major oil and gas companies have been interacting with specific data or content we've been disseminating, it could indicate an emerging trend or need in the industry. This type of intelligence allows us to prioritise our outreach efforts, focusing on sectors and personas showing active interest.