#9-lifecycle-expansion

At my last company, we measured pipeline influence on both clicks and conversions. At a bare minimum, you should be able to show if customers did an action (i.e. attended a webinar/event, downloaded content, etc.) and whether or not there was a closed won/loss on the opportunity that was influenced by one of your marketing campaigns. We allowed for a 9-12 month influence time period since most of our customers added on to their subscriptions at their annual renewal.

How is marketing attribution setup on the demand gen side? You should think about aligning to how they are measuring campaigns. I'm sure your programs are generating direct expansion opps for the sales team, so I feel like measuring influence only might not be capturing all your hard work.

My c-suite is allergic to the word influence (though I still work to understand where we influence if only just to know which campaigns are performing), so we measure our expansion marketing performance by MQC value (will explain below) generated, pipeline generated (how are leads converting to opps), and then total bookings (closed-won pipeline from marketing).

• MQC value attainment: Based on a model built by my CMO, we use historical data (ACV of each product add-on and average close rates) to evaluate the value of each lead we generate. Example an MQC (marketing qualified customer, aka expansion lead) for Amplify might be valued at $28k and if it's a handraiser lead close at 30% but if engagement lead close at 20%. An Engage MQC, lower value, is worth $6k for example.
◦ We generate a forecast model that evaluates how many leads we need to generate per product add-on and cross-sell product bucket to reach our MQC value goal, which if BDR team converts at the forecasted rate to opportunity, should then get us to our pipeline goal and if AMs close at their forecasted rate will get us to our bookings target (CW revenue).

Here is our current model (typical demand gen, not a lot of ooos-and-ahhhs here)

If you're interested in how we built this in SF, I can share the deck.

But essentially, bc we work off of contacts and not leads, we generate a task in salesforce (high priority for handraiser, normal priority for engagement, and low priority if we ever want to test something like an intent list in 6sense) that is assigned to our BDRs (we have BDRs focused on expansion... theyre really SDRs) and they work it till it converts or DQs.

The total bookings target is a loose goal because our Account management team has to close the leads. And currently they are on the struggle bus of life to close these. Mostly based on internal process gaps, deleting my opps, creating manual opps so I lose attribution, etc. So we keep this goal to monitor bc eventually it will be an indicator of quality, but currently I can't be held accountable for their performance gaps.

My next step is to work with our analytics team to run our campaigns against our CSQLs (upsell leads generated by our CS team... same audience we both target) to see if our campaigns are influencing close rates or deal acceleration.

This way I can showcase how we all work together to close deals AND it will potentially help my team understand which campaigns are most impactful since, until a month ago where all leads started running through our BDR team, AMs were not working our leads/opps.