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RECAP OF THE NEARBOUND DAILIES LAST WEEK
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Every Stat to Help You Prove the Value of Partnerships
An Email Checklist to Make Better Impressions
Here’s How To Do Co-Marketed Events Better Using Nearbound Data (Step-By-Step)
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How Pigment Increased Win Rates 5-10% with a Nearbound Overlay & Reveal by Shawnie Hamer
How to use Reveal for Co-marketing Events
Unleashing the Power of Nearbound: The Stats You Need to Know by Andrea Vallejo
Howdy Partners #71: Natasha Walstra on Increasing Luck Surface Area in Business
Nearbound Podcast #161: 3 Things You Need to Know: Attribution Crisis, Early Majority, and the Consolidation of Tech with AI
Mastering the Nearbound Rhythm of the Business: Key Takeaways from the Nearbound Book by Andrea Vallejo
What’s an IPP—and (when) do you need one? by Martin Scholz and Bernhard Friedrichs
The Future of Sales Enablement: Integrating the Nearbound Strategy in Your Cold Outreach Efforts by Jeremy Chatelaine
Integrations as a Growth Lever by Jessica Fewless
How Nearbound Can Help Keep and Win Back Customers by Delphine Le Person and Isaac Morehouse
A REFLECTION FROM ISAAC
Thoughts from the Roadshow
GTM Partners has been hosting a series of half-day in-person events across the country, and I’ve had the chance to attend two of them.
They include presentations and stories, but also group sessions—half-jokingly called "therapy sessions"—where people from different companies who share the same GTM struggles get into small groups, discuss, and then share their discussions with the whole group.
It’s a great exercise, and a fun way to "live-in-market", as we like to call it here at nearbound.com. Being around a lot of B2B GTM pros while they hash out their pain points yields a lot of insight and understanding.
Here are a few of the things that I picked up on:
Everyone needs to reset the frame of reference.
Nobody feels like they are crushing it compared to the halcyon days of 2021, or the long run of growth throughout the 2010s. That’s true, but we’re in a new era and that’s not the best data set to compare to. Working backwards from what you absolutely need to be true to survive and thrive as a company, and benchmarking against that is better.
Those closest to the action are getting updated market info first, and it’s taking a while to work its way back up to the C-suite and investors.
This is what economist F.A. Hayek called "local knowledge" and even "tacit knowledge", and one of the reasons market economies work better than central planning—because they allow information to flow freely via profit/loss. Within companies, it’s sometimes hard to find a good proxy for aligning the worldview of the board to market reality, but top-down isn’t cutting it. More time in the trenches is needed.
Silver-bullet syndrome is over.
This is a good thing. People realize they aren’t one tech tool or one new product or one new marketing campaign or one new hire away from greatness. It’s a multi-pronged effort of steady hard work.Everyone is retreating to relationships.
What do you do in your personal life when difficulty and uncertainty increase? You rally tighter around your closest friends and family. It’s no different in business. Networks of trusted colleagues, partners, and friends are gaining importance while more mass-scale, anonymous stuff is waning. (It is the Who Economy, after all!)
Sometimes shedding the tasks at hand and just talking to others in different companies with similar challenges can help you see things in a new light.
Kudos to GTM Partners for these great events. We’re excited to see and participate in more!
—Isaac
See you tomorrow
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