Bart Bartlett

Just in case you were wondering what a great CRO should be doing: A truly effective CRO is both strategic and execution-focused. Here are 7 things a great CRO does: 1. Aligns Sales and Marketing Around One Revenue Goal A great CRO ensures that sales and marketing aren’t siloed. Instead of operating with competing KPIs, both teams are driven by a single revenue target. They build shared language, metrics, and accountability, eliminating the “lead vs. conversion” blame game. 2. Builds a Unified Go-to-Market Strategy The CRO oversees the entire customer journey, from brand awareness to closing deals to expansion/renewal. This means creating a cohesive GTM plan where messaging, campaigns, sales processes, and customer success all reinforce each other to accelerate revenue. 3. Drives Data-Driven Decision Making Rather than relying on gut feel, a great CRO instills a culture of analytics. They use data to understand pipeline health, CAC vs. LTV, campaign ROI, deal velocity, and churn risk. Every revenue decision is grounded in measurable impact. 4. Optimizes the Revenue Engine (Process + Tech Stack) From CRM to marketing automation to enablement platforms, the CRO ensures the tech stack is integrated and the processes are smooth. The focus is on eliminating friction in the buyer’s journey and empowering reps and marketers to be more productive. 5. Creates and Enforces Consistent Messaging One of the CRO’s jobs is making sure the market hears a single, clear value proposition. That means aligning marketing campaigns with the way sales positions the solution in the field. Consistency builds trust and shortens sales cycles. 6. Fosters Cross-Functional Collaboration Great CROs break down walls between marketing, sales, customer success, and product. They ensure that customer insights flow back into product development, that CS shares retention trends, and that marketing is tightly looped into the voice of the customer. 7. Builds and Coaches High-Performing Teams Ultimately, revenue growth depends on people. The CRO recruits top talent, builds a culture of accountability, and invests in training and enablement. They help teams not just hit quota, but continuously improve win rates, customer relationships, and long-term retention. In short: A great CRO unites sales and marketing into a single growth engine, powered by data, aligned messaging, smooth processes, and a culture of caring about both the customer and the revenue outcome. #sales #marketing #revenue #cro

24

1 Comment

A C-level asks to see every email in a sequence ... red light. This falls into 3 themes why sellers are busted AF right now Much of this comes from board pressure to "hit numbers" and numbers usually are equated to volume instead of quality. This has never been the way, is not the way and will never be the way. This is ... Theme 1: Control Masquerading as Leadership When a CRO wants to see every touchpoint, it’s not diligence — it’s fear of losing control. Symptoms: Reviews sequences line by line. Approves copy before allowing tests. Obsesses over dashboards but doesn’t understand conversion drop-offs. Thinks control = visibility. Reality: They’re managing the output instead of the operating system. Great leaders set the feedback loop, not the font size in the email. Theme 2: Urgency Disguised as Optimization Constant tactical changes usually mean the strategy is unclear. Symptoms: Changes channels every week (“try LinkedIn instead”). Measures success by volume instead of signal. Confuses more activity with progress. Treats one bad call as a reason to rework the playbook. Reality: These leaders are chasing dopamine, not data. System thinkers value iteration speed — not just iteration frequency. Theme 3: The Bottleneck Effect When leaders fear missing the number, they insert themselves everywhere — and slow everything down. Symptoms: Forces approval on micro-decisions. Keeps marketing and sales in separate lanes. Talks about “SDR quality” instead of systemic clarity. Makes headcount and hiring reactive to board pressure. Reality: The more they tighten their grip, the less their team learns. The highest-performing CROs operate above the sequence, not inside it. When leadership starts operating at the rep level, it’s not a sign of care and coaching. It’s a sign the architecture has failed them.

5

3 Comments

One pattern keeps repeating in Enterprise Sales right now. I hear it from every Sales leader, CRO and Sales Rep I speak to. Some are calling it 'Deal Slippage' Others "Elongated Sales Cycles' or simple 'Do Nothing' outcomes. But the premise is the same, deals getting stuck mid-pipe. These deals are a killer for morale, for forecast accuracy and of course for quota attainment. You know the deals I'm talking about...The client is strongly engaged in the early stages, there's a genuine problem to be solved, good traction with their team and then something happens. The momentum disappears, the can quietly gets kicked a bit further down the road. These Zombie deals never quiet die do they?...Instead they just lurch from quarter to quarter, with just enough life to keep them in CRM. If you're dealing with this issue, either personally or across your sales teams, here are 10 Client Red Flags we're consistently seeing in our Client Loss Reviews at the moment. Avoid these 🚩 and you just might put the breaks on your deal slippage problem... 🚩No Genuine Exec Sponsor: If no-one internally has stepped up to defend your deal in the boardroom, or better yet sell the value on your behalf, that's a big red flag. 🚩Lack of Resourcing Depth – Delivery Risk is a huge concern to clients at the moment. If your team feels light or lacking in real-world experience, its a big red flag. 🚩Transition Cost Ambiguity – Hidden, deferred or unclear costs over the life of a project are huge red flags for procurement, who will usually assume the worst and penalise you accordingly. 🚩Top Heavy Team – When sales reps or senior leaders do all the talking, but the delivery team stays quiet, buyers immediately lose faith. 🚩Generic Industry Stories – If client case studies and references don’t sound exactly like their lived experiences, it's a big red flag that you haven't done this before. 🚩Q&A Avoidance – Dodging the hard questions or glossing over the risks, makes buyers assume you can’t answer their critical questions or worse, you don't want to. 🚩Rigid Pricing Models – One number, no options, no flexibility, means buyers feel boxed in and misunderstood, suggesting heighted risk, not certainty. 🚩Governance Gaps – “We’ll work it out post-award” is code for chaos, poor governance and delivery risk. Avoid at all costs! 🚩Slow Responsiveness – Slow response times, suggest slow delivery times, a lack of urgency and poor internal process. Clients think "If this is what you're like before we sign, how slow will you be after we buy" A huge red flag for enterprise clients. 🚩Risk Blind Spots – If you can’t name, explain, manage and mitigate their risks, clients will assume you haven’t seen them or worse, have intentionally ignored them. I could easily share another 20 client 🚩 we often uncover on a daily basis. Instead I'd love to hear one red flag you always look out for, as a sign a deal maybe straying off course?

53

24 Comments

Ramp Time Is a Revenue Killer—But It Doesn’t Have to Be It takes 6–9 months to ramp a new rep. That’s 180+ days of low quota attainment, missed meetings, and lost deals. If you're hiring 10 reps a year, that’s: 📉 $1.2M+ in lost revenue annually 🕑 Countless hours in onboarding 😓 Burned-out managers picking up the slack Here’s the shift: ✅ Use AI simulators to reduce ramp time by 40%. ✅ Deliver hyper-personalized, just-in-time training. ✅ Track micro-skills instead of waiting for quota. Slow ramp isn’t a hiring issue—it’s a training design flaw. P.S. 🔹 How fast are your reps ramping right now?

13

4 Comments

What's been our winning B2B combo lately? Here's a playbook we've execute multiple 6 & 7-figs in pipeline via campaigns our omni Channel B2B campaign playbooks. We build a custom fractional marketing & rev ops team for the company; & work directly with their internal team members (i.e. their sales lead, head of Rev, marketing lead, etc) This works well bc it can be sprint focused & modular based on how your team is constructed & the size of your TAM. We've done this for Cannabis POS systems, expensive machinery, and CPG products in a high-risk space. This works best for teams that have a small (<10) sales team; where many are full cycle AEs; so having to do outbound / demand gen can be challenging. 1. Align on cohorts & message for your key buyer segments (who / why / how). You need an offer & it can't be how game-changing your software is. You have to add value in some way. Tech audit, no-risk 30 day consignment, HR fee audit, etc. 2. Stand up 15-20 inboxes (domains + addresses) & build 7-10 variations of outbound copy; you need a simple landing page & scale outbound email. This is used to get in front of customers. You need a TAM that is 10K+ here. We stand up shared slacks / sheets to keep comms flowing & jump on opportunities quickly (this is key; can't linger on cold leads). We'll use Clay to drive a fully enriched data list that aligns w/ these cohorts. 3. Stand up digital touches (Google + LinkedIn + Meta LinkedIn + Meta; or LinkedIn only); align campaigns using cohort data. Lot of creative early on; change early & often. Don't focus on conversions initially; focus on inbound lift. We use Fibbler for LinkedIn influenced attribution. For example; we can tie paid clicks back to deal creation date & show high degree (based on engagement levels) to deal creation to help tell story. This then ties back to CRM (Hubspot / SF). Depending on channel mix; more downstream variations can apply (for example retargeting Google Traffic; or YouTube rts, etc) 4. If applicable; send out a direct mailer. This has worked well for anyone with a retail store. Works well for service or CPG biz. Execute a series of 3-6 over a period of 2-4 months. Another tangible way to get in front of customers + can be customized (i.e. send to top 15 accounts). 5. Execute initial campaigns: Launch cold layers via digital > retarget traffic; cold emails to test winning offers; capture early hand raisers (opened email; high degree of ad engagement) & put into an outbound SDR cadence. 7-10 dials per contact to reach & have conversation; establish an acceptable "booked meet threshold" to be profitable & work against it. Test creative, test audiences, test hooks, etc. 6. Iterate creative based on winning offers; increase content exposure around these buckets (think Ebooks, webinars, silly videos, landing pages, etc). 7. Rinse & repeat until you work through your account list. We typically run initial tests on <30% of our total TAM to validate angles.

8

If you’re not building MD referral relationships, you’re losing big — ✅ Lost revenue ✅ Lost impact ✅ Lost opportunity to help more people This isn’t about pandering to other docs — it’s about showcasing who you are and what you bring to the table. There are at least 5 to 10 healthcare providers in your community who would align with your values. But the hard part? Finding them. That’s why you need systems and processes that bring consistency to your referral strategy. That’s what MD Connection delivers. #mdreferrals #chiropractorbusiness #growyourpractice #theevidencebasedchiropractor #b2breferrals https://lnkd.in/eg_pxJpQ

The fastest way to accelerate your career and reach the C-suite is knowing your numbers and become fluent with the metrics of the business. I’ve seen too many talented GTM leaders plateau because they couldn’t connect their decisions back to the P&L. But if you want to earn a permanent seat at the table, you need to know your metrics. And honestly, early in my career I thought strategy, creativity, and execution were what mattered most. And they do—but what I learned is if you can’t connect your work back to the financials, you’ll always be seen as a functional lead, not a strategic leader. The best thing I ever did for my career was to become fluent with metrics. – How CAC payback affects runway – Why NRR is the heartbeat of SaaS – How expansion ARR drives valuation And now the bar is moving higher. AI is reshaping the very benchmarks we rely on. Pricing. Packaging. Payback. Even how ARR is defined. It’s crazy to me how quickly the math of SaaS is evolving. If you don’t understand how AI is bending the benchmarks, you’re playing with an outdated playbook. The good new is that financial fluency is a skill you can build. Start by: – Reading your company’s financial statements each month (don’t skim, study!) – Asking your CFO or FP&A lead to walk you through the drivers of margin and efficiency. – Translating your own initiatives into financial outcomes: “This campaign shortens payback by 3 months” is far more powerful than “this campaign generated 500 leads.” Do this consistently and you’ll stop being the marketer, seller, or operator “at the table” and start being the person shaping board-level decisions. And if you want a crash course in sharpening this skill, SaaS Metrics Palooza 2025 hosted by Ray Rike and the Benchmarkit team is where to start. Over two days, 30+ SaaS leaders and investors will break down how metrics drive decisions across finance, GTM, and operations. And more than half the sessions are dedicated to AI’s impact on SaaS. You’ll hear from: – Dave Kellogg – Peter Walker of Carta – Jeff Epstein of Bessemer Venture Partners – David Spitz of BenchSights – Ben Murray, The SaaS CFO – Jon Miller – Jacco van der Kooij of Winning by Design – Mark Roberge of Stage 2 Capital – Craig Rosenberg of Scale Venture Partners And a whole lot more!

87

13 Comments

Most healthcare CRMs weren’t designed around the way providers actually work. Too many systems = too much friction. That’s why we’re seeing more healthcare orgs move to HubSpot and build around how they deliver care, not just who they deliver it to. Custom Objects are a game changer here. They let teams model real workflows across patients, providers, treatments, billing, and more, without waiting on IT. Bryan Byler breaks it down in this short video. You can watch it here: https://hubs.ly/Q03tX0CW0 #HealthcareWithA8

5

Running both PLG and sales-led growth? That’s the reality for Jason Lyman, CMO at Customer.io, where he leads a 30-person team owning brand, demand, product marketing, and more. In this episode, he breaks down how they make it all work: ✅ Structuring the org for alignment across GTM ✅ Why events are their top pipeline-driving channel ✅ How they use OKRs + KPIs to stay focused ✅ What he’s learned leading marketing at Dropbox, BetterCloud, and now Customer.io It’s a crash course in leading a high-performing B2B team, from org design to event strategy to KPIs that matter. The episode is live now, the link is below. ⤵️

2

1 Comment

Stop Looking for the Fast Answer.. Your GTM System Is Telling You the Truth - You’re Just Not Listening. We all say “correlation isn’t causation.” But when the pressure hits… when the board wants answers… when the numbers wobble… Most teams reach for the explanation that feels safest, not the one that’s actually true. We grab the nearest pattern. We point to the nearest chart. We blame the nearest channel. And in that moment, we trade clarity for comfort. That quiet trade is how companies lose 6… 9… 12 months without realizing it. Three Stories We Tell Ourselves (examples) “CPC went up, so pipeline went down.” Because it’s easier to blame Google than to admit our relevance slipped. “Our leads are bad.” Because it’s easier to blame inbound than to sharpen our ICP. “Deals stalled because budgets are tight.” Because it’s easier to blame the economy than to help buyers build consensus. These are not lies. They’re just stories we pick when the truth is inconvenient. When we finally ran controlled tests one variable at a time, the real causes emerged. Not prettier. Just truer. The Shift That Changes Everything Causality doesn’t magically appear because we stared longer at the dashboard. It appears when we design the system so the story cannot lie to us. Freeze the environment. Change one thing. Wait. It sounds simple. It’s not. Because the hardest part of truth-seeking isn’t the data. It’s the discipline. Every founder knows how to move fast. Very few know how to hold still. Where Discipline Actually Breaks Not in the tools. Not in the dashboards. Discipline breaks in the places we care about most: When Sales doesn’t want to freeze the script. When Marketing wants “just one more experiment.” When Leadership wants certainty now. But if everything moves at once, nothing is learned. Luck masquerades as skill. Noise masquerades as insight. And the whole system becomes confident… and wrong. Here’s the Invitation Before you pour more money into paid, before you chase another “drop in pipeline,” before you declare the leads are bad… Pause. Ask a different question: “What truth are we avoiding because it’s inconvenient?” You might discover that your GTM doesn’t need more data. It needs more courage. A Question for You What’s the variable your organization is most afraid to freeze for 30–45 days? Messaging? Sales process? Budget? That’s where your truth is hiding. Swipe through the deck for the 5-layer framework: Freeze, Choose, Engineer, Observe, Validate and the example where relevance decay, not CPC, turned out to be the real culprit. If you want help uncovering your actual constraints, DM me “clarity.” Because knowing what’s actually causing what is the only unfair advantage left.

9

6 Comments

More leads won’t fix a broken qualification system Most SaaS teams increase outbound when pipeline dips The assumption: volume solves inconsistency The reality: qualification gaps are distorting your revenue math When ICP filters are loose, sales teams spend 30–40% of their cycle advancing accounts that never had buying intent. Activity looks healthy, pipeline looks full, close rates quietly erode The root cause isn’t lead scarcity It’s intent misclassification Precision revenue systems filter for buying-stage signals before meetings are booked — not after proposals are sent That shift compresses cycles, protects sales capacity, and restores forecast integrity Growifyr doesn’t increase noise It isolates intent at the signal level so revenue velocity compounds instead of stalls Pipeline expansion without qualification discipline isn’t growth It’s disguised inefficiency #B2BSaaS #RevenueOperations #SalesLeadership #PipelineStrategy #DemandGeneration

7

I’ve built multiple enterprise sales teams from scratch...when the CEO decided we needed to “go upmarket.” It's just so simple right? Sell bigger deals to bigger customers. Uh-huh. Here’s what I’ve learned the hard way: 👉 Enterprise sales takes WAY longer to ramp than anyone wants to admit. The spreadsheet says 6 months. Reality says...try 12+ months...if you’re lucky. Founders don’t want to hear this though. I get it, all you CEOs gotta be crazy and push hard for results. Totally. But you can't break into the Enterprise in 90 days no matter what your spreadsheet says. 👉 And my 2nd big mistake? Hiring “enterprise reps with industry experience and relationships.” Sounds like a shortcut. Experience AND relationships? Make sense right? Sure, until you realize: 1️⃣ You’re hiring people from huge companies with deep support, established brands, and entire enablement armies around them. But now you want them to be “scrappy” at your five-person startup with zero infrastructure where they're building their own decks and booking their own travel? Good luck. #Fail 2️⃣ If they had real, transferrable “relationships,” they wouldn’t need the job at your silly little startup. And those big accounts they're telling you they can bring over. Fat chance. They’re not coming with them. The clients bought the product and the logo, not the rep. Many Enterprise reps don't like to hear that. Have you all seen this movie before? I have. More than once. If you’re building an enterprise motion, do it with eyes wide open. Don't get me wrong, I'm all for big, hairy, audacious goals. But make sure you budget for a long ramp. Don't get pressured into quicker, unrealistic results. Hire for scrappiness, flexibility and coachability, not past logos. And for God's sake, stop thinking relationships are a magic bullet, they’re not anymore. 👉 I once hired this person who claimed to have all these relationships with all the CPG companies in the US and she went 9 months with not a single sale. This was a product that had a 90 day sales cycle at most and they told us during the interview that they "knew everybody in the space." Boy was I duped. Lesson: Enterprise sales isn’t plug-and-play. You don't just turn it on and start seeing results right away. In fact, it's more like build-and-slowly-bleed. LOL. It's rough stuff. I've been there. I'm not saying don't do it or I wouldn't do it again. Just be real about how long it's going to take to get ramped up and deliver results or you'll pay the price later.

30

22 Comments

One AI-native CS Agent replaced a $200K SaaS platform …and unlocked a GTM advantage the old stack never could. SaaS-native GTM is breaking — too many tools, gaps, and headcount. Teams react instead of prevent. We saw it with a $250M ARR SaaS company: ❌ NRR falling, retention weak, no usage visibility ❌ CSMs firefighting daily, planning to hire 8 more We replaced their $200K CS platform with: ⚡ GTM Intelligence Infrastructure 🧠 AI-native CS Agent Now they have: ✅ Unified context across CRM, usage, support, calls ✅ Real-time risk & expansion signals ✅ Agents orchestrating action with compounding memory Impact: 📈 +45% CSM capacity (no hiring) 📈 +250% expansion pipeline 💰 $200K saved This isn’t another tool. It’s a system that thinks. 🔔 Follow Revenue Labs for more AI-native GTM.

2

Your messaging is clear. Your deck looks great. But deals are still stalling. It might not be your product—or your market. It might be the disconnect between your own teams. In early-stage HealthTech, most GTM issues aren’t strategy problems. They’re alignment problems. We’ve seen it happen again and again: 🔹 Marketing highlights innovation, but sales leads with pain. 🔹 Sales promises outcomes, while product delivers specs. 🔹 Leadership wants traction, but no one agrees what it looks like. Each team is telling a slightly different story. The buyer gets lost. Momentum breaks. The deal fades. In B2B health, you don’t get unlimited chances to make your case. And you definitely don’t get four versions of it. That’s why we always start here: → Align around a single message → Map it to your buyer’s decision journey → Build your GTM strategy from that core outward Because clarity inside the company is what creates clarity outside it. #GoToMarket #HealthTech #B2BMarketing #Positioning #LifeSciences #BDasaService

17

It’s 2025, and you’re still leaking inbound pipeline you should be winning. The hidden cause of website traffic to inbound pipeline leakage? Speed to Lead. Speed to Information. Speed to Meeting. AI Inbound SDRs are how you inject speed into converting your inbound leads. SchedX is an AI Inbound SDR that calls and talks to your website visitors and leads, answers questions on your product, qualifies leads, and books meetings. Think of it as having a highly trained sales rep sitting on your website, Speaking to website visitors, faster than any sales team, Answering questions on your product, better than your website or FAQs, Giving buyers more clarity on your solution, And booking meetings on your sales calendar, quicker than sending your ‘What calendar slot works?’ email. Start converting website visitors and leads into meetings with SchedX live on your website.

4

It’s 2025, and you’re still leaking inbound pipeline you should be winning. The hidden cause of website traffic to inbound pipeline leakage? Speed to Lead. Speed to Information. Speed to Meeting. AI Inbound SDRs are how you inject speed into converting your inbound leads. SchedX is an AI Inbound SDR that calls and talks to your website visitors and leads, answers questions on your product, qualifies leads, and books meetings. Think of it as having a highly trained sales rep sitting on your website, Speaking to website visitors, faster than any sales team, Answering questions on your product, better than your website or FAQs, Giving buyers more clarity on your solution, And booking meetings on your sales calendar, quicker than sending your ‘What calendar slot works?’ email. Start converting website visitors and leads into meetings with SchedX live on your website.

3

Here's a key B2B metric that no one tracks. It measures the impact that matters the most when you sell 6+ figure deals: Account-to-pipeline ratio. WHAT IS IT? Percentage of target ICP accounts that turn into sales accepted pipeline. Effectiveness > volume. WHY IT MATTERS? When selling to enterprise accounts, you don't need a lot of them, you need the right ones. This sales director of $300M B2B SaaS Company said it best: "We need to focus on sweet-spot accounts, to close them quicker, deliver value quicker, expand quicker” ICP ≠ TAM (and the math sucks) If you take a sober look, how many strategic target accounts that "you have the right to win" this year are there in the market? For many B2B companies selling 6+ figure deals, that's maybe a few hundred accounts. And when a team is playing a volume game, their account-to-pipeline ratio is often not larger than 1%. On a few hundred accounts, that's a few customers. NOBODY TRACKS THIS NUMBER Ask your team. Ask sales. Ask revenue ops. Nobody has this number. No one is looking at effectiveness. Last-touch attribution is the easiest to measure. Most tools were built for it—LinkedIn, Google, HubSpot. They show you metrics that make them money, not those that that tell you whether your GTM is working. WHAT IT LOOKS LIKE WHEN YOU FOCUS ON THE NUMBER "Over a six month period out of 130 target accounts, we managed to engage 35 accounts in multiple meetings and project discussions. There is a stronger perception that we are peers to our clients, that we are part of the community. As a result' - We receive more strategic and early 'of the record information' - We speak directly to directors and top executives. - We are at the right level, and we know earlier if there is a budget or buying intention" This is what Magali shared during the interview she gave at Full-Funnel Live. Context: she was a sole BDR in the ABM team selling to global-1000 enterprises, with deal sizes of $500,000+ and budgets set far in advance (sometimes three years at the time). HOW THIS NUMBER IMPACTS YOUR CAREER Many teams are under short-term ROI pressure, and are forced to play the volume game. There is no optimizing your way out of that situation. But ripping out the entire infrastructure and starting from scratch is not an option either. No leadership will support it. The solution is an evolution, not a revolution. It all starts with a small-scoped pilot, where goal is not volume, but effectiveness. By working together, from awareness to pipeline, that we can turn a higher % of high-value accounts into deals. When this ratio moves, the conversation shifts from "prove it works" to "how do we do more of this"? And when results are that visible, nobody asks for attribution proof.

55

17 Comments

SMS converts 6 - 8x higher than email for time-sensitive activations. But ONLY if the timing is right. Miss the window, you miss the revenue. But ping people too often, and you’ll burn the list. It’s why I wanted to show you this breakdown on using SMS. 1️⃣. USE THE 48 HOUR RULE JUDICIOUSLY SMS works best with careful timing. Some moments are urgent 24-48 hours. Others aren’t. 2️⃣. SEGMENTATION PLANNING Not every subscriber should get every message. Start segmenting by traits (engaged vs dormant, product-specific interest, purchase history, etc.), and go from there. 3️⃣. MULTI-CHANNEL MOMENT MAPPING Like any channel, SMS works best when it’s layered into the rest of your content plan. Email announces the campaign. SMS reinforces day-of. Social adds momentum. Same moment, but with layering that makes each individual message more effective. 4️⃣. PRE-SCHEDULE VS. REAL-TIME Some messages can be planned weeks ahead. Others need day-of context to feel relevant. Decide which is which before you write a year of copy. 5️⃣. TESTING DURING OFF-PEAK  A calendar schedules testing ideas during non-peak periods, so you can run experiments and optimize during the least risky times of year.  6️⃣. NATURAL RE-ENGAGEMENT WINDOWS New Year. Spring cleaning. Back-to-school. Flags moments when dormant subscribers are more likely to respond. The Marketing Millennials

1