Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Challenges of B2B SEO strategy for lead conversion
Cost-effectiveness and competitive advantage
Cost-effectiveness and competitive advantage
Cost-effectiveness and competitive advantage
Cost-effectiveness and competitive advantage
What is the dark funnel?
The dark funnel is the part of the sales funnel that is not tracked by analytics platforms. In other words, it is the unseen buyer’s journey, in which prospects become leads seemingly out of nowhere—and lead behaviour can not be identified by your Customer Relationship Management (CRM) platform.
It is very common for many B2B companies to have a mysterious source of “direct traffic” to specific web pages (such as blog posts), which were most likely not typed in by a prospect. This unattributed direct traffic is a significant part of the dark funnel.
Important note: This stakeholder plays a key role in assessing solutions, often acting as a gatekeeper. Only once they are satisfied, can information travel further up the chain.
Dell increased storage for partners as part of its Partner First Strategy to drive scalability
Rapid7 implemented layoffs as part of a new structure focused on leveraging managed service providers (MSPs)
IBM announced a 40% increase in driving its software through the channel (now 80%)
Overview
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Between 33% to 50% of decision makers rely on seven or more pieces of content when evaluating technology solutions.
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Between 33% to 50% of decision makers rely on seven or more pieces of content when evaluating technology solutions.
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Between 33% to 50% of decision makers rely on seven or more pieces of content when evaluating technology solutions.
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Between 33% to 50% of decision makers rely on seven or more pieces of content when evaluating technology solutions.
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Enterprise: With complex decision making processes and high prices for enterprise tech solutions, these GTM teams rank second in content consumption. Typically, 7-10 pieces are consulted by 22.7%, followed by 15+ pieces at 18.7%—a thorough evaluation required at this scale.
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Enterprise: With complex decision making processes and high prices for enterprise tech solutions, these GTM teams rank second in content consumption. Typically, 7-10 pieces are consulted by 22.7%, followed by 15+ pieces at 18.7%—a thorough evaluation required at this scale.
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Between 33% to 50% of decision makers rely on seven or more pieces of content when evaluating technology solutions.
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While content remains a critical resource for buying groups, the overall volume of resources consumed during the technology purchasing process has remained steady—or even slightly declined—compared to last year, with the majority of decision making teams leveraging between 4-6 content pieces.
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Content consumption varies significantly according to company size, however:
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- Enterprise: With complex decision making processes and high prices for enterprise tech solutions, these GTM teams rank second in content consumption. Typically, 7-10 pieces are consulted by 22.7%, followed by 15+ pieces at 18.7%—a thorough evaluation required at this scale.
- Mid-market: These buyers consume the most content out of all surveyed segments, with 15+ pieces at 19.4%. Such scale might be due to higher organizational flexibility and fewer silos, which facilitates sharing among buying group members, in addition to considerably fewer resources than their enterprise counterparts.
- SMBs: Decision makers at these organizations consume the least amount of content, likely due to smaller buying groups and lower-cost purchases. Their decisions require fewer content assets to reach a consensus.
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When considering these three segments, buying groups must develop content strategies that align with company size and the complexity of each buyer’s journey to enable decision making.
The 4 components of buyer enablement
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During the consideration phase of their journey, prospects are actively researching other providers and comparing solutions. Competitor displacement is a key strategy to motivate prospects to favour your solution, including those who are currently competitor clients.
Competitive displacement requires taking a client-centric view of your competitors and how they meet their clients’ needs. In doing so, you can identify what prospects are looking for and communicate how you can offer even better value.
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