Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil) header
Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil) profile picture

Founder @ Sticky Tactics | Closing the GTM Visibility Gap in B2B Tech Nerd & #spoonie serving lead gen, marketing, and tech insights. he/him 🌈

Jersey City
Joined March 2012
Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)Photo by Tom Basgil | GTM & Growth for B2B Tech (@TomBasgil)
In Almaty, spit on the street and facial recognition will send you the ticket. So a classmate tells me. (I didn't test it.) This past summer I spent a week in Kazakhstan with about half of my EMBA cohort.
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Construction cranes fill the skyline. Kazakhstan's economy grew 6.5% last year, and it produces 56% of Central Asia's GDP. Growth is everywhere.
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A few days hosted by friends is a guided view of a country's best self. I won't pretend I understand this market (yet). A crossroads since the Silk Road, Kazakhstan now takes its pick from Chinese, American, European, and Russian commerce. It's definitely a market to watch.
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Your best buyer this quarter will tell you they first found you on Google. They're wrong. But they're not lying. I studied behavioral science before I ever did any marketing, so I can tell you why:
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That's why marketing/sales attribution can't rest on one source. Self-reported fields show what buyers remember. Call recordings add nuance. Attribution software shows only what it can track. The CRM shows what action closed, and from where.
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Every source is a bit inaccurate on its own. Together, they get closer to the truth. (And no, I don't remember where I first read those studies. That's info I didn't retain.)
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I just taught at one of the best business schools in the world. My message: “Mind your Ps and Qs. But mostly your Ps.” On Saturday, my professor asked me to teach a 15-minute session on promotion at Columbia Business School to a room of executive leaders from around the world.
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We ended up going to 40 minutes – turns out execs are actually interested in marketing. Most of their questions came back to the same few things: 👉 How to make marketing effective 👉 How to measure its ROI 👉 How to get the best results out of their teams
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A lot of the execs I work with think of marketing as advertising, events and PR. That’s promotion (only one of the Ps). If you want to get the most out of your marketers, push them on product, price, and place, too.
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I told a client they should stop working with me. I told them where they could get more bang for their buck. So they left. It connects to a class discussion I recently had at London Business School:
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Which brings me back to my client. I value honesty a lot – but I also know it pays to lose a client now so I can keep my reputation for agnostic advice. When incentives punish the person who has to take the risk... Well, you get what you pay for.
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Side note: this is why I like working with startups. The incentives reward high risk, high reward – and that's way, way more fun (and interesting).
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