The age-old question of “who gets credit” doesn’t matter. It frankly never did, and I’d argue that in today’s selling environment it’s at best counterproductive and at worse a cancer for your internal culture to spend time on it.
This is different, of course, from marketing performance management. Knowing which elements of your marketing are working, which campaigns drive the most impact on demand generation and pipeline contribution, those are critical questions to answer.
But let’s not pretend the white paper closed the seven-figure deal (which by the way took nine months to close). Let’s not pretend the inside sales rep did all of the work in a vacuum of industry awareness, content, etc.
When an inside sales rep is paired up with an account executive in the field, do they argue over who gets credit for deals in their pipeline? No. They work together to get the deal across the line. When the prospect buys, they both get credit.
They’re on the same team, and have the same goal.
So should it be between sales and marketing.
Marketing’s job isn’t lead generation. It isn’t to create more collateral. Marketers in B2B are in the sales and revenue development business. Marketing’s job is sales.
So if we think about it that way, and especially if we start to measure it that way and reward behavior & results that way, attribution across departments doesn’t matter nearly as much.
Put that same energy into the work. Refocus on what you can do, together, to get greater velocity and volume in your sales pipeline.
If you want to learn more about a cohesive approach to sales development, across sales and marketing, I encourage you to check out our upcoming Modern Marketer’s Workshop focused entirely on a proven Sales Development Framework that can be applied to drive greater pipeline and revenue results in your business.