In the fast-evolving world of B2B marketing, few voices cut through the noise like Aisha Amaira, a seasoned MarTech expert with deep expertise in CRM technology and customer data platforms. With a passion for blending innovation with marketing strategy, Aisha has spent years helping businesses uncover actionable customer insights and navigate the often murky waters of lead generation and demand creation. In this interview, we dive into the buzz surrounding ‘demand generation,’ explore the pitfalls of outdated lead gen tactics, and discuss practical ways to refocus marketing efforts on quality over quantity. From the history of lead processes to the real role of marketing in influencing demand, Aisha offers a candid perspective on where the industry stands and how to move forward.
How do you interpret the concept of ‘demand generation,’ and what’s behind its rise as a buzzword in the marketing world?
Honestly, ‘demand generation’ is one of those terms that sounds impressive but often lacks a concrete definition. I see it as an attempt to describe a broader, more strategic approach to marketing—think building awareness and interest without the hard sell. It became a buzzword because marketers wanted to distance themselves from the transactional vibe of ‘lead generation,’ which got a bad rap for being all about numbers and not enough about quality. The shift started when we realized that just collecting emails wasn’t cutting it anymore; we needed to create a genuine connection with potential customers. But the irony is, even with this new label, many are still stuck measuring it the same old way—by counting leads.
Why do you think so many marketers still fall back on lead counts to measure demand generation, despite the push for a broader focus?
It’s a comfort zone issue. Lead counts are tangible and easy to track. You can point to a number and say, ‘Look, we hit our goal of 500 MQLs this month.’ It’s much harder to quantify something like brand awareness or buyer intent. Plus, a lot of marketing teams are under pressure from leadership to show immediate results, and lead numbers are a quick way to do that. The problem is, this contradicts the whole point of demand gen, which should be about long-term engagement, not just filling the funnel with names that may never convert.
Can you take us through the evolution of lead generation from your perspective, especially how tactics like gating content became so widespread?
Back in the early days of B2B marketing, lead gen was straightforward—get as many contacts into the CRM as possible for sales to follow up. The focus was on marketing qualified leads, or MQLs, with strict targets. To hit those numbers, marketers started gating content—think ebooks, whitepapers, webinars—behind forms. It was a simple equation: more downloads equaled more leads. It worked for a while, but it quickly led to a flood of low-quality contacts. People were downloading stuff just for the info, not because they had any buying intent. This approach became the norm because it was an easy way to scale volume, but it ignored the bigger picture of whether those leads were actually valuable.
What were some of the biggest frustrations with that traditional MQL-focused approach, particularly in terms of marketing and sales alignment?
The biggest frustration was the disconnect between marketing and sales. Marketing would pat themselves on the back for hitting MQL targets, but sales would get stuck calling people who had no interest in buying. I’ve seen countless examples where a lead downloaded a guide just out of curiosity, and the sales rep is left with a dead-end conversation. This created tension—sales felt like they were wasting time, and marketing felt like their efforts weren’t appreciated. The root issue was that we weren’t qualifying leads properly; we were just passing along names without any real signal of intent.
There’s a perspective that B2B marketing doesn’t truly create demand but rather responds to it. What’s your take on this idea?
I largely agree with that. In B2B, especially in SaaS, demand is often shaped by external forces—think market trends, regulatory changes, or economic conditions. A single company can’t manufacture a need out of thin air. What marketing can do is position the brand to be the obvious choice when that demand surfaces. Our role is more about capturing attention and building trust so that when a buyer is ready, they think of us first. It’s less about creation and more about being in the right place at the right time with the right message.
If marketing isn’t creating demand, where should B2B marketing teams focus their energy instead?
We should focus on three core areas: building brand awareness, creating mental availability, and enabling the buying process. Awareness means making sure your target audience knows you exist. Mental availability is about educating them on how your solution fits into their world so you’re top of mind when they’re ready to buy. And enabling buying is about removing friction—whether that’s through clear information online or a smooth handoff to sales. It’s all about setting the stage for shorter sales cycles and better close rates, not trying to force demand that isn’t there.
Instead of chasing new buzzwords like demand generation, should marketers focus on fixing lead qualification processes? What’s your view?
Absolutely, fixing lead qualification is where the real impact lies. The obsession with new terms distracts from the core issue: we’ve been prioritizing quantity over quality for too long. Better qualification means looking at behavioral signals—like multiple content engagements or webinar attendance—and combining that with explicit interest, like someone opting in for a sales convo. It’s about getting back to basics and ensuring that what we pass to sales is actually worth their time. That’s far more strategic than slapping a new label on old problems.
What are some practical steps marketers can take to improve lead qualification without overwhelming potential customers?
Start with small, intentional changes. For instance, when gating content, add a checkbox asking if they’d like to speak with someone about the product. That simple question filters out casual downloads from real interest. Also, use progressive nurturing—don’t bombard someone after one interaction. Instead, track their behavior over time and reach out only when there’s a pattern of engagement. And always prioritize consent; if someone isn’t ready for a sales call, respect that and keep providing value through relevant content until they are.
Have you seen simple tactics, like adding a sales interest checkbox on forms, make a difference in cleaning up lead pipelines?
Yes, I’ve seen this work wonders. A checkbox or a quick qualifying question on a form can drastically reduce the noise in your pipeline. I worked with a team that implemented this, and their MQL-to-opportunity conversion rate improved by nearly 30% because sales was only getting leads who explicitly wanted a follow-up. It’s not flashy, but it’s effective. It shows respect for the prospect’s time and ensures marketing and sales are aligned on who’s worth pursuing.
Looking ahead, what’s your forecast for the future of B2B marketing strategies, especially around balancing lead quality and quantity?
I think we’re going to see a continued shift toward quality over quantity, driven by smarter use of data and technology. Tools like AI and customer data platforms will help us better understand buyer intent through behavioral signals, so we’re not just guessing who’s a good lead. There’ll be more emphasis on personalized, consent-based nurturing—think tailored content journeys rather than mass email blasts. Ultimately, the focus will be on building trust and long-term relationships, not just hitting short-term numbers. Marketers who adapt to this mindset will stand out, while those stuck on volume metrics will struggle to keep up.