And effective account-based motions demand marketing and sales orchestration at every step of the journey, pre- and post-opportunity. This includes SDRs and AEs prospecting into target accounts that are also getting marketing touches, AEs inviting key prospects to field events, and SDRs helping to set meetings and staff the booth at a tradeshow. A better model for sales and marketing alignment today is a soccer team, in which players in different positions pass the ball back and forth as it moves up and down the field. In this model, you don’t give credit to any one touch, any more than you give the credit for a goal to any one kick from any specific player.
Trying to assign credit breaks down the very teamwork that is required for success. on the board depending on who scored the goal? Or worse, what if they paid players only for the scores they made? They’d never pass the ball to each other and would ultimately perform much worse as a team. The team ultimhungary phone dataately cares about the total number of goals, and that’s how you should think about pipeline. Rather than getting into squabbles about whether any given opportunity is marketing-sourced, or sales-sourced, or SDR-sourced, etc.
, focus on what really matters: is there enough TOTAL pipeline to meet your company’s revenue goals, i.e. “Everyone-Sourced Pipeline.” This also solves the problem that so many touches happen outside of your ability to track. This includes things like word of mouth and conversations in so-called “dark social” communities. It also includes all the great marketing you do that influences deals indirectly, such as PR and awards; ungated content; analyst reports; public speaking; peer review sites; web traffic from unknown visitors; brand advertising; and those intangible feelings about your company that make up your brand – all of which can increase the likelihood a prospect responds to a sales outreach, but from which marketing wouldn’t get any “direct” credit.
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