CEOs often dream of marketing as the magic bullet that can accelerate revenue growth—even in industries where the product is a complex sale with long buying cycles, sometimes spanning 6, 9, or even 12 months. This disconnect between expectation and reality can create frustration on both sides. So, why do CEOs hold this belief, and why does it persist?
Why it happens:
Many CEOs, especially those with backgrounds in fast-moving consumer goods (FMCG) or direct-to-consumer (DTC) industries, are conditioned to expect quick results. In B2C markets, marketing drives immediate responses—customers see an ad, click a link, and make a purchase. This model has been reinforced by the rise of performance marketing, where you can spend on ads today and see sales tomorrow.
Why it’s a fallacy:
In B2B or complex sales, the decision-making process is far more nuanced. Enterprise sales often involve multiple stakeholders, budget cycles, and due diligence processes. A McKinsey report found that the average B2B buying journey involves 6 to 10 decision-makers and takes anywhere from 6 to 12 months to complete. This contrasts sharply with B2C, where decisions are often impulsive and made by individuals.
The reality:
Marketing’s role in complex sales is more about education and trust-building over time, not driving immediate transactions. CEOs expecting the same speed of results as B2C marketing are comparing apples to oranges.
Why it happens:
The term "product-led growth" (PLG) has become a buzzword, and many CEOs are drawn to the success stories of companies like Slack, Zoom, and Dropbox—where the product itself becomes the engine of growth. In a PLG model, users adopt the product quickly, leading to viral expansion and revenue growth with minimal friction.
Why it’s a fallacy:
While PLG works exceptionally well in some industries, it doesn’t apply universally, especially in complex sales. For products that require significant onboarding, customization, or integration, a free trial or demo may not be enough to drive adoption. If your product requires IT approvals, legal sign-offs, or budget justifications, expecting it to sell itself is unrealistic.
The reality:
In complex sales, PLG can play a supporting role, but it won’t replace the need for thorough marketing and sales strategies that nurture leads over time. CEOs need to recognize that the path to product adoption is much longer and less linear than the "try it, love it, buy it" model of PLG companies.
Why it happens:
Modern marketing tools have come a long way. With platforms like HubSpot, Marketo, and Salesforce, CEOs see the vast amounts of data marketing can gather—web visits, email opens, content downloads—and assume that this means marketing can move the needle faster. They see marketing automation as the lever that will create a seamless funnel from lead generation to closed deal.
Why it’s a fallacy:
Data and automation are helpful, but they can’t replace human relationships, especially in complex sales environments. Marketing automation can nurture leads and keep prospects warm, but these tools often capture activity, not intent. A lead downloading a whitepaper doesn’t mean they’re ready to sign a six-figure contract next week. The complexity of the sale often requires in-depth conversations, proof of concept, and multiple levels of approval that automation can’t fast-track.
The reality:
Marketing automation can streamline processes, but it’s not a miracle cure for shortening sales cycles. CEOs need to understand that even with the best tools, marketing can only accelerate the journey so much. Sales and marketing alignment is critical, but automation alone won’t make a 12-month sale happen in 6 months.
Why it happens:
CEOs, especially those of public companies or VC-backed startups, are often under intense pressure to deliver growth now. Investors, board members, and shareholders expect constant revenue increases, which can lead to unrealistic demands on marketing teams. There’s a belief that if the product is good, marketing should be able to drive fast revenue to meet quarterly targets.
Why it’s a fallacy:
The complexity of the sale, combined with the long buying cycle, makes it nearly impossible for marketing to deliver immediate revenue. CEOs who expect marketing to solve the growth puzzle overnight are underestimating the time required to move potential buyers from awareness to consideration to decision. Moreover, forcing short-term thinking on marketing teams can lead to rushed campaigns that neglect long-term brand-building efforts, which are essential for sustainable growth.
The reality:
Growth doesn’t happen overnight in complex sales environments. Marketing needs to be part of a long-term strategy that builds brand trust, nurtures leads, and creates value over time. CEOs need to balance the pressure for short-term wins with the reality that some sales cycles simply can’t be rushed.
Why it happens:
Many CEOs don’t have a full understanding of how marketing and sales teams should work together. They see marketing as responsible for generating leads and sales for closing them, but they don’t recognize the deeper collaboration required in complex sales. This leads to a siloed approach where marketing is judged solely on lead volume, and sales is expected to close deals faster, even when the buyer isn’t ready.
Why it’s a fallacy:
In complex sales, marketing and sales need to be fully aligned. Marketing should nurture leads with content that addresses specific pain points and challenges, while sales should engage when prospects are ready for deeper conversations. When these two departments are out of sync, leads get handed off too early, and the whole process stalls.
The reality:
Marketing in complex sales isn’t just about generating leads—it’s about nurturing and qualifying them to the point where sales can engage effectively. CEOs need to foster alignment between these two functions to create a seamless buyer journey that doesn’t force rushed sales decisions.
The belief that marketing can deliver fast, product-led growth—even in complex sales environments—stems from a mix of B2C thinking, a misunderstanding of product-led growth, and an over-reliance on automation. CEOs are often under immense pressure to show immediate results, which can lead to unrealistic expectations about how quickly marketing can move the needle.
But here’s the bottom line: In complex sales, marketing plays the long game. It’s about building relationships, educating prospects, and nurturing leads over time. CEOs need to recognize that success in this space takes patience, alignment between sales and marketing, and a deep understanding of the buyer’s journey. Fast wins may be rare, but with the right strategy, marketing can contribute meaningfully to long-term revenue growth.