How do I fund and staff a category play without starving pipeline?
Run it as a slice of marketing, not as a replacement for demand generation, because a category with no revenue behind it is a very expensive opinion. Median B2B SaaS marketing spend sits around 8 percent of ARR, so decide what share of that is future demand work and protect it by quarter rather than raiding it when a month looks thin. Staff it thin and senior: one product marketer with real authority, plus your founder's calendar, beats a content team with no point of view. Judge it on leading signals like branded search and category language showing up in inbound, and keep the demand engine on its own scoreboard.
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4 resources, 2 India-specific, 4 link-checked.
🎧 Podcast
✓ Link checkedIndiaFreeIntermediate
Zoho's former creative director explains the UAE VAT campaign, Made in India Made for the World, and how they bought Super Bowl reach through OTT slots instead of a network buy. A masterclass in brand impact without a US sized budget.
The SuperOps founder frames GTM around one question, is your category established or new, which is exactly the fork in the road for positioning. His channel split of roughly 40% organic, 40% performance and 20% events is a rare concrete answer.
Median marketing spend around 8 percent of ARR and sales around 15 percent, split by funded versus bootstrapped, from a survey of over 1,000 private B2B SaaS companies. Numbers to anchor a brand versus demand budget argument.
The source of the 95-5 rule: at any moment only about 5 percent of your buyers are in market, so most brand spend is aimed at future demand. It is the evidence base for arguing brand budget with a CFO.
