B2B Marketing: ICP, Content, Demand and Sales [EN]

This course contains the use of artificial intelligence. Selling to a business is not selling to a person in a different tone of voice. It is a different decision, made by a different number of people, over a different length of time. Half the buying cycle happens without you in the room Five to seven people sign off, each with a private reason to say no. The cycle runs for months. And for most of it the buyer is reading, comparing and asking colleagues — none of which appears anywhere in your analytics. By the time somebody fills in a form, the shortlist already exists and you are either on it or you are not. Three things follow, and this course is built on them. Until you can describe exactly who buys and what job they are hiring you to do, everything else is spray. Content here does not entertain — it arms the person who will have to defend this choice to their own manager. And marketing and sales cannot be measured separately, because the deal is produced by both. What this course covers Forty-three lessons. Who buys, first: being the voice of the customer inside your own company, product-market fit and how to sustain it, portfolio decisions with the BCG and McKinsey matrices, researching need through Jobs to be Done and design thinking, customer journey mapping, hypothesis validation, the north star metric and pirate metrics, monetisation models, unit economics with lifetime value against acquisition cost, scaling and risk. Then authority: how communications moved from press releases to managing trust, strategy tied to growth and investment, key narratives and the messaging framework, channels across media, social, owned and opinion leaders, the editorial calendar, the founder as a public figure with the risks that carries, what to do when communication becomes the problem, and measurement past reach — output, outcome and impact. Then the channels themselves: the site as an entry point, referrals as an organic channel, email, search, video, copy, paid placement, remarketing, each platform on its own terms, and a monthly report. Then the sales machine: what makes a salesperson credible, why buyers distrust one by default, hiring and coaching, compensation design, demand generation through a flywheel, lead scoring with a buyer journey matrix and an avatar, the service agreement between marketing and sales, technology, and the experiments that moved the number. Finally one system instead of two departments: the revenue funnel through retention, where it leaks, acquisition cost against lifetime value, the system of record, forecasting deal quality, and a ninety-day rollout. Two blocks carry examples from hiring The channel block was recorded around recruitment marketing: the mechanics are general — search, email, video, paid placement, platform by platform, reporting — and the examples are about vacancies. For business marketing that transfers with almost no loss, since a buyer and a candidate research you the same way before making contact. The larger disclosure is inside the sales block: nine of its sixteen lessons are about hiring, training and paying salespeople rather than about marketing. They are here because in business selling the salesperson is part of the marketing machine — one lesson deals specifically with why buyers distrust a salesperson by default — but if you want pure marketing with no people management in it, that is a shorter course than this one. Who is teaching this I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries. What is included