Cross-functional Alignment on basic data definitions Ad hoc — Camela Thompson // CaliberMind

Regarding cross-functional alignment, there are two common problems marketing leaders face. The first is lead lag and value lag. Is lag helping you or hurting your ability to get more funding for marketing? The second is attribution. Is your attribution model creating infighting, or is it creating clarity? Join the conversation as Camela Thompson, VP of Marketing, CaliberMind, discusses cross-functional alignment problems and ideas to fix them.
About the speaker

Camela Thompson

CaliberMind

- CaliberMind

Camela Thompson is VP of Marketing at CaliberMind

Show Notes

  • 03:17
    What do basic data definitions have to do with cross
    If you arent fortunate to have cross-functional alignment with your team, you should always try to do basic data definitions to ensure there is no friction in the marketing and sales process.
  • 05:59
    The lag in adding opportunity value, and the consequences for marketers
    When internal teams aren't recognizing the value marketing is generating, marketing is likely to get less funding and, in turn, generate less pipeline. It becomes a vicious cycle. Also, one KPI that often causes infighting among teams is responsibility for opportunity source. Every team wants to take credit for a lead rather than focus on the top-line pipeline and top-line revenue and whether they are hitting their targets.
  • 08:51
    Dealing with the attribution problem
    Is your team familiar with the potential shortfalls of attribution? When thinking about attribution, people tend to focus on marketing activity and their contributions, ignoring what salespeople are doing and the contributions of channels and products. That approach creates faulty attributions that cause resentment among teams. You need a better attribution model.

Quotes

  • "One of the biggest sticking points or the KPIs that will cause infighting among teams is responsibility for opportunity source. If you give your sales team a projection for how much pipeline they should be contributing, you're going to get a lot of arguments over whether it was a lead that caused it or was it the salesperson since the salesperson was talking to them first. Still, they filled out a form. Who should get credit? That credit word kills alignment between teams" - Camela Thompson

  • "One of the key mistakes I see with attribution is people are only looking at marketing activity. And they're trying to argue that they're representing marketing's contribution to pipeline and bookings. If you're taking that angle instead of campaign optimization, which makes sense to just look at marketing activity; just use the same data consistently. But if you're trying to say this is what marketing brought to the table, you're not looking at what sales are doing or channel or product-led information. No, one's going to buy into it outside of the marketing team, and you're never going to get buy-in. " - Camela Thompson

  • "I used the easiest model I could think of, even weighted. We used multitouch attribution. I show four slides on my board, deck revenue pipeline, lead volume, and overall engagement. That's it. I won't go into any more detail than that. And all the other executives are nodding because I met with them first. We cleared that this is how we want to calculate it. We cleared that. No, it's not always going to be perfect, but it's going to be close enough. And we're watching trends over time. And we went from there. There's my little lecture on attribution." - Camela Thompson

About the speaker

Camela Thompson

CaliberMind

- CaliberMind

Camela Thompson is VP of Marketing at CaliberMind

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