By Nora Bright, Kimberly Mass

Image by Nicole Todd

When a partner marketer leaves, hiring their replacement can feel like a big lift—it’s a niche role that blends strategy, relationship management, marketing execution, cross-functional coordination, and project management. But it’s also a natural moment to pause, reassess what you need, and shape the role in a way that moves your partner marketing program forward. 

With a little structure—and a little guidance—you can use this transition time to re-scope the role, sharpen expectations, and quickly attract quality candidates who can hit the ground running. 

Let’s get started! 

Step 1. Evaluate the role: What do you want to keep, adjust, or elevate?  

Start by reflecting on the role as it is today and where you see your partner program heading in the future: 

• What’s changed since this role was last open?  
  • Has your partner program matured—more partners, more tiers, higher goals? 
  • Have priorities shifted—different customer focus, new products, new regions, new motions? 
• What worked well? What could work better? 
  • Collaboration: Was there friction between teams when making decisions? Did cross-functional teams slow down or genuinely support the last person? 
  • Capacity: Was there too much (or too little) to do?
  • Support: Was there enough support from a manager or mentor?
• How should your new hire be the same (or different) from your last hire?
  • Were any skills lacking? 
  • What strengths are essential to maintain? 
  • Are there different skills this person might need based on new priorities? 

Step 2. Audit tools and workflows: What systems and processes are in place today—and what needs to be changed or built? 

The seniority and experience you need depends on the current state of your operations. Evaluate your workflows and tools and categorize each as “keep running,” “change,” or “build.” Here is a list to help you get started:

• Intake and prioritization: How work requests come in, get approved, and get scheduled
• Project management cadence: How timelines and stakeholders are managed 
• Partner communications engine: Communication schedule, messaging consistency, and ownership
• Co-marketing workflow: Campaign planning through execution and follow-up 
• Assets and enablement: Where partner-ready materials live and how they’re managed 
• Systems and handoffs: CRM/PRM basics, lead flow, ownership, and data hygiene
• Measurement: What “success” means and how it’s tracked and reported
• Budget and vendors: MDF spend (if any), agencies, tools, and ownership 

Step 3. Decide what level of role you’re hiring for: Operator, strategic lead, or hybrid 

Based on your answers to steps 1 and 2, you should have a clearer picture of the role level you’re hiring for:

• Operator: Ideal when systems are already in place and details just need to be managed. This person is essentially a project manager—driving timelines, managing stakeholders, and keeping work moving. 
• Strategic lead: Best when priorities are unclear and the overall partner marketing program needs rethinking. This person shapes strategy, sets priorities, makes high-level decisions, and drives executive communications. 
• Hybrid: A blend of the two: Best when you only have the ability to hire one person or when your program is in its earlier phases and still evolving. Keep in mind, finding someone who can and wants to do both can be tricky.  

Step 4. Define what success looks like in the first 30, 60, and 90 days 

Now that you’ve outlined the role, the next step is understanding what strong performance looks like in the first few months. A simple 30–60–90 framework can be used to help you set direction and align everyone involved in hiring. For example:   

• 30 days: Get up to speed on the partner program, stakeholders, partners, and current priorities. Clarify goals, success metrics, and “who owns what,” and then create a realistic plan for what will (and won’t) get done. 
• 60 days: Start delivering meaningful work, including 1 or 2 quick wins. 
• 90 days: Turn early wins into repeatable processes. Set a forward-looking roadmap. 

Step 5. Write the job description and interview for what you need 

Once the role is well-defined, writing a clear and compelling job description that attracts the right candidates is much easier. Make sure to include the following: 

• From step 1: Role mission and top priorities 
• From step 2: Build/fix/run expectations 
• From step 3: Role level and required skills (this will also help determine compensation) 
• From step 4: 90-day outcomes  

Having a clear job description also makes it easier to write interview questions. Check out our list of recommended interview questions for partner marketers. 

Ready, set, hire 

When you take the time to define what you really need before you hire, the process becomes smoother, faster, and far more likely to deliver a great outcome. 

2A Recruiting & Staffing has over a decade of experience recruiting for partner marketing roles. We can help scope your open role, calibrate level and compensation, and deliver qualified partner marketing candidates. 

By Carolyn Lange

Image by Rachel Adams

If you work in marketing, you’ve probably noticed that customer stories tend to follow a familiar pattern. Useful, sure, but not always the most compelling way to show what a team actually built or why it matters. 

Over the last year, we’ve built an internal engine with our Google Cloud partners that helps us tell these stories differently. Instead of only dropping customers into a problem, solution, results template (which has its time and place), we start with richer inputs, dig deeper for voice and nuance, and craft pieces that read more like real conversations.

Starting strong with thoughtful inputs 

One thing we love about working with our Google Cloud clients is the way they encourage their customers to be thorough in our intake form. Product marketing managers and account teams take the time to set expectations and give customers space to answer thoughtfully. That means we often start with: 

• Clear context around the business challenge 
• Specifics about the Google Cloud solution (sometimes even architecture diagrams, as with this MLB blog) 
• Enough technical detail to understand what matters and what doesn’t 

We don’t need every diagram or service dependency to write a strong story… but having them helps us choose the right details. Better too much information than too little when you’re translating something like a migration to Cloud Run or Target’s use of AlloyDB AI into a narrative anyone can follow. 

Digging deeper, however the customer works best 

Our discovery process is intentionally flexible. Sometimes we hop on a Google Meet with the customer and ask follow-up questions live. Other times, everything happens asynchronously in doc comments, letting people think before they answer. This mix of structured inputs and flexible follow-up gives customers the space to be thoughtful and selective in what they share. It also lets us meet them exactly where they work best, something that feels especially natural in our Google partnerships. 

When we do meet, we listen for how Google’s customers talk about their project: what they emphasize, what they gloss over, and what sounds too exciting to ignore (like Google’s AI Hypercomputer). That’s where their voice lives and what makes each story unique. 

Writing from their perspective 

This is where the magic happens. Instead of locking ourselves into the classic case-study phrasing, we write many of our dev-centric stories the way the customer would actually tell it.

For example, a traditional case study might say: 

“The team migrated its workloads to GKE to improve scalability.” 

But the customer would say: 

“We moved our workloads to GKE so we could scale without babysitting infrastructure.” 

A scrappy startup modernizing on GKE sounds nothing like a research team building a GenAI pipeline with Gemini. That’s why we let each piece find its own rhythm. And because Google encourages a more human, conversational tone, we’re able to keep the writing lively, even when we’re deep in architecture decisions or GenAI pipelines. Their stories can be technical and still feel witty, warm, and unmistakably human. 

Process makes perfect 

A huge part of why this works is project management on our end (shout out to Google Cloud process expert Sal) and on Google’s. Internally, we keep the machine humming by coordinating schedules, tracking templates, meeting with the client, managing approvals, and quietly removing roadblocks before anyone notices them. 

And we couldn’t do any of it without our Google Cloud partner marketing managers. They know their customers and products inside out, and they give us the right context and guidance to make each story shine.  

At its core, the success of our Google Cloud customer story engine comes down to four things: 

1. Thorough inputs that help us understand the full scope of the story 
2. Flexible discovery that pulls out authentic voice 
3. Perspective-driven writing that feels human 
4. PM support from 2A and Google that keeps the process delightfully uneventful 

If you want stories that feel like real humans talking about real wins, this is how we get there. 

Let’s make your next customer story feel more human → 

By Kimberly Mass

Image by Jenni Lydell

Event season used to follow the same well-worn script—pick up a water bottle, pocket a stress ball, wander past a demo screen looping in the background. Not bad, just…predictable. Lately, the vibe has shifted. There’s a glow up happening on the event floor: experiences that surprise and booths with enough personality to make you stop mid-stride. 

Engagement is the main attraction 

Whether it’s AWS Partners rolling in giant slides, claw machines, and touchscreen demo quests, or AWS itself setting up hands-on activities ahead of re:Invent (games! dance parties!), the idea is the same—give people something fun to try, and they’ll stick around long enough to talk. 

Customer stories are product launch partners 

Instead of rolling out features with a “ta-da!” and a datasheet, teams—Microsoft included—are pairing announcements with real customer outcomes. It’s relatable, grounded, and a way for attendees to see themselves in the story. The written case studies also serve as follow-up touchpoints after the customer initially shares their stories at the event. Think of it as launching with receipts. 

Luxury swag is having a moment 

At Ignite this year, the Azure team showed up with the kind of gifts that beg for an unboxing video. Limited-edition Labubus. An Azure Cosmos DB LEGO set. Not to be outdone, at re:Invent AWS handed out custom Nikes. Suddenly, walking away with something cool isn’t the exception—it’s the expectation. 

Our take 

The bar is officially higher with smarter swag, immersive moments, and customer proof that does more than fill a slide. 

At 2A, we help teams show up with intention—shaping event experiences with personality and purpose for real people.  

If your 2026 events need a glow up, we’re ready when you are. 

By Nora Bright, Jack Foraker

Image by Nicole Todd

Partner marketing demands strong marketing instincts paired with the ability to align goals across companies. It’s also more niche than traditional B2B marketing, meaning the talent pool for potential hires is smaller. 

Yet partner programs continue to grow and evolve, and tech companies need candidates who can make an impact fast. Ask the right questions during the interview stage to find someone who understands the nuances of partnership work and how to drive results that support broader go-to-market goals. 

Here are the questions that can help you find your next great partner marketer. 

1. How do you decide which partners or campaigns are worth investing in? 

Most partner teams have more potential collaborators than bandwidth. This question helps you understand how candidates prioritize their efforts. You want someone who uses concrete metrics to qualify partner marketing opportunities and tactfully deprioritizes lower-value partnerships toward those that actually move the needle. 

2. Tell me about a time you had to align internal teams and partners around a campaign. What were the points of friction and how did you resolve them? 

Alignment is one of the toughest realities of partner marketing—and absolutely essential to a successful candidate. It’s even more crucial when partners don’t have mature marketing practices of their own. Different companies bring different goals and timelines, so cross-company friction is normal. A strong candidate will show you they can set clear expectations, resolve conflicts, and translate priorities across internal and external teams. 

3. Walk me through your most successful co-marketing campaign? What made it successful? 

Successful partner campaigns require coordination, creativity, and solid project management. A good answer should hit on how they worked across teams and measured success in a tangible way. 

4. How do you structure your partner marketing efforts to support pipeline and sales goals? 

Partner marketers work close to revenue, and the best ones know how their programs influence pipeline. Look for someone who collaborates with sales, tracks performance with clear metrics, and builds campaigns designed to create real opportunities. If they also mention co-selling motions or partner enablement, it’s a strong sign they understand how marketing fits into the broader revenue engine. 

5. How do you keep organized when managing campaigns with multiple stakeholders? 

Partner work multiplies tasks and approval chains, so organization is critical. A strong candidate should have a system that works for them, with clear methods for managing assets, deadlines, and communication, plus a way to keep both internal teams and partners in sync. 

6. How do you stay ahead of trends in the partner world? 

Partner ecosystems evolve quickly. You want someone who keeps up with updates from the major clouds—such as new competencies, incentives, sales plays, and marketplace changes—and stays plugged into co-marketing and co-selling best practices. Look for mentions of industry groups, like Partner Marketing Visionaries or Partnership Leaders. A marketer who brings curiosity to the role will spot opportunities that otherwise might be missed. 

7. How do you use tools, automation, or AI to work efficiently? 

Lean partner teams need people who work smartly. Good candidates will share practical examples of tools or automations that help them manage complexity, save time, and stay focused on the work that drives the entire business forward. 

Finding the right partner marketer doesn’t have to be overwhelming. With the right interview approach, you’ll quickly get a sense for who has the experience and instincts to succeed in your co-marketing ecosystem. 

And if you’d rather skip the resume juggling, 2A Recruiting and Staffing can help introduce you to vetted candidates who will make a difference on day one. 

By Katy Nally

Image by Jenni Lydell

If you’re like me, then pie has been on your mind lately. With just a few days until Thanksgiving, I’ve now promised an unreasonable number of pie flavors to my 4-year-old. Here’s hoping he won’t remember by the time we sit down for turkey.  

And beyond the usual pumpkin, apple, and pecan (who’s with me!?), there’s another pie that’s been gaining attention lately. Estimated to hit $100 billion by 2026, the cloud marketplace pie is looking pretty tasty for our three biggest hyperscalers—AWS, Microsoft, and Google. $100 billion is a ton of throughput (up from $15 billion in 2023) and with it will come continued investment to build out these cloud marketplaces so they’re THE place to spend. We already saw Microsoft consolidate its AppSource and Azure Marketplace into Microsoft Marketplace this year to streamline the process for partners and customers.  

The cloud marketplace is where the $$ is 

So, what does this mean for equally hungry channel partners? If you’re a systems integrator, managed service provider, or software vendor, the growth in marketplaces is a big signal to get your listing page(s) in order! For the foreseeable future, cloud marketplaces are where your buyers are transacting and it’s where hyperscalers want their partners to be.  

Here are a few ingredients to make your marketplace page(s) unforgettable.  

1. Lead with the benefit. Your title and subhead should clearly communicate the outcome your solution delivers to customers so they know what business impact to expect. Elevating the benefit, rather than just product features, helps your listing resonate and capture attention. 

2. Keep it short and sweet. Most buyers are just skimming your page, so boil down your value prop into a few short sentences and recap the main ideas in bullets. Too much text dilutes your message and hides your key selling point from decision-makers and search algorithms alike.  

3. Sprinkle in some flare. Screenshots, demo videos, and customer success stories elevate your listing from just another product to a credible solution. A variety of assets keep prospects on your page longer and help marketplaces surface your listing. 

4. Offer different price points. Giving buyers flexible pricing tiers—such freemium, pay-as-you-go, and enterprise contracts—allows you to capture interest at multiple stages of maturity and budget. This also gives customers a way to try before they buy. 

If you’re a partner working with Microsoft or AWS, now’s the time to make sure your slice of the cloud marketplace pie stands out—flaky crust, golden-brown finish, and all. We can help you revamp your marketplace presence so buyers stick around for seconds.  

By Mike Lahoda, Jack Foraker

Image by Emily Zheng

Back in 2016, writer Kyle Chayka coined the term AirSpace to describe the distinct look that every coffee shop—whether independent or corporate, in Seattle or Tokyo—had somehow settled into. You’ve probably already seen it: The coffee shop has minimalist furniture and industrial lighting and free WiFi. The internet, he argued, gave everyone access to the same ideas and inspirations, which was homogenizing our tastes. This got us thinking: Is poorly applied generative AI having a similar effect on marketing today?

We use AI every day at 2A, and we regularly help clients promote their own AI solutions. But when every brand has access to the same tools, sameness can creep into the messaging without a careful hand. And when content feels interchangeable, it’s easier to forget.  

To fix that, you need marketing assistance that goes beyond the brief and acts as a creative partner. 

Co-creating the concept 

Strong assets start with a conversation: We like to kick off a project by asking what message will move the audience and what form will deliver it most effectively.  

This can often mean spending extra time with subject-matter experts (SMEs) for insights that might otherwise stay buried in a slide deck. We helped Dataiku—recently recognized in the 2025 Forbes Cloud 100—create industry-specific ebooks that did exactly this. By interviewing multiple SMEs, we uncovered quotable insights about how AI was reshaping industries from manufacturing to finance. This grounded the content in real expertise rather than broad trends, which gave the ebooks a voice and specificity that was very relevant to Dataiku’s audience.  

Upfront discovery work shapes the content, but it also defines structure, tone, and audience. When we facilitate early discussions, clients often find new clarity about what their story should be—and what makes it worth telling now. The result isn’t a faster version of the expected deliverable, but a stronger and more thoughtful one that reflects expertise rather than algorithmic polish. 

Designing for impact 

Once the story takes shape, the challenge becomes visual: How do you make complex information easy to grasp while keeping it on brand? Many marketing assets begin with dense resources. Our role as a creative partner is to find the structure—and the spark—that helps the message shine through clearly. 

For Microsoft recently, that meant transforming a slide deck full of marketplace and process details into a cohesive sales enablement ebook. We built the ebook concept around a cookbook, framing each stage of building a marketplace channel practice as a “recipe”—complete with ingredients and methods. This approach replaced cluttered visuals with a clear, modular layout that guided readers step by step in an engaging and approachable way.  

Moving beyond the box 

When creative ideas are built through collaboration between subject experts, creatives, and AI tools, the final asset feels different. It carries a sense of intent—a point of view that connects with audiences because it was shaped by real dialogue.  

That’s our goal for every project: to help clients create B2B marketing content that’s engaging and effective. You’re already the expert on your audience. A creative partner brings the storytelling, design, and market knowledge to make sure whatever you put in front of them sticks. 

By Thad Allen

Image by Thad Allen

I’m often asked to design in a particular “style.” Making pastiches and homages is always interesting, but trying to identify those elements that feel a certain way can often require more research than a simple image search. 

Recently, I was tasked with designing a set of stickers for CrowdStrike and AWS in a “pop art style,” with a comic-booky 💥 POW! visual provided as reference. I immediately recognized the lineage of this kind of imagery—and rather than making a copy of a copy (generation loss, to use a visual metaphor) I wanted to take a few steps back to get undiluted inspiration. 

Beyond Lichtenstein into the Silver Age of Comic Books 

In the case of “comic-book-style pop art,” you can trace much of that back to Roy Lichtenstein, who famously adapted comic panels into oversized art print. But Lichtenstein himself is controversial—not least among the artists whose work he, er, appropriated. I’ve softened a bit on Lichtenstein’s oeuvre over time (especially after viewing some of his works in person on a recent trip to The Broad), but comparing his work to actual comic books immediately highlights that his coloring and lettering differs rather dramatically from what comics of the time looked like. My designs, therefore, would be stronger if I didn’t just look at Lichenstein’s work (e.g. Whaam!) but went further back to the Silver Age of Comic Books that he had been building on. 

I keep my comic collection by my office workspace, so I was flipping through back issues in no time. I wasn’t so much looking for panels to copy, but rather trying to recognize patterns in the hand-lettered text of onomatopoeias (words that sound like the noises they describe, like “hiss” or “smash”) or the pulpy titles promising thrills and excitement. 

I flipped through the iconic Marvel style of John Buscema’s Fantastic Four, the surrealism-infused flair of Jim Steranko’s Nick Fury: Agent of S.H.I.E.L.D., and really anything in my collection that had yellowed newsprint pages. 

I also looked at later indie comics from artists raised on and building from the work of these Silver Age artists, the looming shadows of Mike Mignola’s Hellboy or the joyous retro-pop of Michael Allred’s Madman. 

Keeping the POW! and adding a marketing twist 

There were two factors in this particular project I had to keep in mind: the colors had to be the client’s modern brand—smooth-flowing gradients of purples, golds, and teals, a far cry from Lichtenstein’s primary paints or the dotted newsprint of comics. And the words wouldn’t be quick onomatopoeias like “BANG!” but rather short phrases that extolled cloud-readiness or security compliance that don’t lend themselves to exclamation points quite as well. 

I pulled in some Comicraft font sets for an added feeling of authenticity. And because I had familiarized myself with what these comic-y words should look like, I felt much more confident when deciding how to position words and when to use the “wonk” settings to add visual interest. 

Referencing captions rather than sound effects let me to use yellow boxes and unravelling scrolls to lead in text. I also wanted to recall some of the irregularity and energy of hand-rendering in the digital realm, often manually repositioning individual letters in a word. 

Taking the time to understand the source and inspiration definitely made for a better final product!

By Liz Mangini, Jack Foraker

Image by Suzanne Calkins

In cloud and SaaS marketing, no one wins alone. Partnerships are everywhere—and only getting more intricate as technology continues evolving. At 2A, we’re increasingly seeing cloud providers team up with three (or more) partners for co-sell motions and joint GTM efforts. 

It’s a smart play: Power-of-3 messaging and deliverables amplify reach, showcase end-to-end value, and create a unified story that sellers can rally around. It’s also crucial as organizations push AI initiatives and expand industry solutions. But three brands means three tones, three agendas, and three sets of priorities. What should be a simple, powerful story can easily become complicated and hard to follow without the right marketing support. 

Start with clarity 

At the end of the day, customers want clarity. Sellers need consistent, repeatable messaging that shows how partnerships solve real business challenges. Throw three parties together, and it’s easy to end up with three competing messages. 

The challenge we see most often with power-of-3 messaging is that each partner wants equal visibility and weight. That’s understandable, but it can easily lead to imbalance or dilution. One brand ends up driving the story while the others fade into the background. To avoid this, partners need to approach messaging with shared intent from the start:  

• What outcome are we solving for, together? 
• What does each partner contribute to that outcome?  

When this alignment happens, a unified story can start to emerge.  

Turn clarity into collaboration 

Once partners are aligned, storytelling becomes strategy. At 2A, we help cloud providers and partners do the heavy lifting at this stage. We lovingly call it “Tetris-ing” the story. Each partner comes with its own set of proof points and priorities. Our job is to pull those pieces into one cohesive value proposition that feels seamless, not stitched together. We know how to balance visibility between partners and weave together cross-departmental expertise. Once you’ve turned three brand voices into one clear message, the next step is to bring it to life. 

From collaboration to sales momentum 

With foundational messaging in place, it’s easy to spin up new assets and campaigns—things like ebooks, pitch decks, solution briefs, or sales kits. That’s the real win of power-of-3 messaging: It shortens the time between collaboration and pipeline momentum for all three partners. 

At 2A, we help partners find their shared voice so they can sell, scale, and lead together. And we can do it in pairs or triads—or hey, even a quad squad. 

By Abby Breckenridge

Image by Nicole Todd

I’ve been noticing more friends taking on fractional roles. Maybe it’s because the fractional model is catching on with businesses looking for access to skills and experience they may not be able to afford full-time. Or maybe it’s because a lot of my cohort have hit the point in our careers where we’ve racked up some real experience, and now we get to use it in more flexible ways. Either way, fractional leadership is having a moment, and for growing companies, it’s a game-changer. 

Fractional hires bring leadership without the long-term commitment 

A fractional executive is a seasoned leader who joins your team part-time—usually a few days a week or for a defined project—to bring executive-level strategy and oversight without the full-time commitment or investment. Think of them as your interim CMO, COO, or Chief of Staff who can quickly understand your business, set direction, and build momentum. 

They’re a good fit for growing B2B tech companies 

Fractional executives fill that tricky middle space: you’ve outgrown one-person-does-it-all leadership but aren’t ready for another full-time seat at the table. Or maybe you have budget for one full-time executive, but you need support that spans a few roles.  
Fractional hires can: 

• Bring outside perspective. Because they work across companies and industries, they bring playbooks with proven outcomes and fresh ideas you won’t get from inside your business’s bubble.
  
• Flex with your goals. As your needs change, their involvement can scale up or down. It’s executive leadership on demand.
  
• Bridge the gap during transitions. Whether you’re between full-time hires or expanding into new markets, fractional leaders can provide steady, experienced guidance when continuity matters most. 

We can help   

At 2A, we’ve seen the power of fractional leadership firsthand. Or another way of putting it, we’ve been doing it since before it was cool. We’ve been placing temporary teammates in strategic roles for years, and our network is only getting stronger. We can give you access to marketing and operations professionals who’ve guided companies through change, challenge, and scale. We can help you find the right fractional fit—someone who can start strong, move fast, and make things happen. 

By Abby Breckenridge

Image by Emily Zheng

As the owner of a creative agency, I’ve always believed in pricing based on value, not effort. Or to put it another way, pricing marketing assets by the hour feels backwards. Why should a client pay more because something took longer? I’d pay more to have it done today. That’s the difference between effort and outcome. 

The same logic applies to ebooks—longer is not better. In B2B marketing, ebooks can play an important role: they explain complex ideas, answer objections, and help generate leads. But if you can convince your prospect to move down the funnel in four pages, then there’s clearly no need for six. The goal is clarity and impact, not length. 

Here’s why a shorter ebook might be exactly what your demand generation campaign needs.  

Shrinking attention spans 

Your buyers don’t have the time, or patience, for bloated ebooks. Between inbox overload, back-to-back meetings, and constant digital noise, the odds of someone finishing a 12-page ebook are slim. Most people skim. Many never make it past the intro. The reality is that readers are busy and distracted, and value per page matters far more than page count. A concise ebook that delivers value early is far more likely to be read, remembered, and shared. 

Perceived complexity 

Longer ebooks don’t just test attention, they can also make your topic feel harder than it really is. When readers see too many pages, they assume the subject requires a steep learning curve or that your solution is complicated to use. A shorter, well-structured ebook sends the opposite signal: this is approachable, clear, and worth their time. 

Thought leadership in the age of AI 

AI can generate thousands of words at lightning speed, but it can’t generate authentic perspective. This is where true thought leadership comes in. B2B buyers don’t need long-winded rundowns; they want sharp, differentiated insights. The best ebooks highlight your expertise, connect the dots, take a position, and say something original. A four-page ebook that sparks a lightbulb moment will always outperform a 15-page summary that says what everyone else is saying.  

Of course, not every ebook should be short. There’s a place for longer assets that dive deep into technical specs, step-by-step how-tos, or detailed guides for do-it-yourself readers. Those meaty resources are valuable when your audience is ready to roll up their sleeves. But for demand generation and thought leadership, shorter content almost always wins. 

Build less and say more 

A tight, well-structured ebook isn’t easy to write. It takes a sharp team of marketers and product experts to distill complex ideas into a clear story. Next time you’re tempted to throw more pages at your marketing challenge, ask if they’re truly adding value. And before you start generating content, make sure you have the right team in place to define a differentiated story. Need a hand? We’re here to help.