When growth stalls, the first move is usually to change the channel. Try paid social, hire an outbound team, redo the website. Any of those can help. They're also a way to avoid asking whether what feeds the channel is right.
Go-to-market runs in a chain: market, segment, ideal customer, positioning, channels, demand, pipeline, conversion, retention. A weak link early on shows up later as a bad number in a channel that isn't the actual problem.
Diagram: go-to-market as a system of nine stages in sequence: market, segmentation, ideal customer profile, positioning, channels, demand, pipeline, conversion and retention. Signal moves forward from stage to stage. Three feedback loops return learning to earlier stages: conversion teaches positioning (message learning), retention teaches the ideal customer profile (who stays), and pipeline teaches channels (channel yield). A band under the sequence narrows as each stage filters the one before it.
Start earlier in the chain
Before spending on a channel, get specific answers to three questions. Which customers buy fastest and stay longest? What are they really comparing you to? What's the one reason they pick you? If those answers are vague, every channel will carry a vague message to a broad audience.
Feed what you learn back in
Conversion data should sharpen the positioning. Retention data should sharpen who you target. Channel results should decide where the next dollar goes. That only happens with deal stages everyone defines the same way, tracking from first touch to renewal, and a weekly review where someone reads the numbers and changes the plan.
Measure pipeline and revenue
Clicks, opens and leads tell you how busy the channel is. Qualified pipeline and retained revenue tell you if it's working. Review those every week and change the plan when they don't move.