No … but I think you should top your team and see what happens.
First, start measuring things. Don’t let marketing be a soft science. Measure, if nothing else, (x) leads generated plus (y) ROI on all marketing spend.
Now you have a baseline.
Second, set goals here. If you want to grow revenue 150% in the next twelve months, then say make marketing hit 200% lead growth. And break this up into monthly targets for MQLs, or just Plain Old Leads, or Opportunities, or whatever metric you pick.
Ok …
So I’m guessing you’ve gone neither of these well. Part of the reason may be the marketing team lacks sufficient ownership / management experience. One big problem with junior marketing hires — unlike junior sales hires — is they’re rarely been given a number to own. Marketing thus doesn’t breed ownership and leadership as well as sales.
So if you hire too junior in marketing, you often just end up with a squish soft mess. Blog posts. Social stuff. A B- PR firm. But … not so many more leads.
Now that you have the team aligned around quantifiable revenue goals … you’re ready to hire a boss for the team to blow out those goals. If your team is horrible, yes get rid of them. But in marketing, sometimes for a short term, something is better than nothing. Focus instead on hiring a boss for them.
Then, she’ll figure out who to keep. And who to let go.
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