Research shows half the buying committee consists of "invisible buyers" (e.g., C-suite, procurement) that sales can't access but who hold veto power. Marketing's primary ABM role is to build brand trust and familiarity with this hidden cohort to prevent them from killing a deal due to unfamiliarity with your solution.

Traditional "marketing influence" metrics are fluffy and self-graded. To make them defensible to the C-suite, compare hard business metrics like win rate, sales cycle length, and average deal size for cohorts that engaged with marketing versus those that didn't.

A modern data model revealed marketing influenced over 90% of closed-won revenue, a fact completely obscured by a last-touch attribution system that overwhelmingly credited sales AEs. This shows the 'credit battle' is often a symptom of broken measurement, not just misaligned teams.

Solely crediting the final touchpoint, like a branded search ad, ignores the awareness efforts that drove the search initially. This flawed view leads to underinvestment in crucial top-of-funnel activities, ultimately starving your future pipeline of potential customers.

In B2B sales with multiple decision-makers, tracking individual MQLs is a "lazy metric" that misrepresents buying intent. Success depends on identifying and engaging the entire buying group. Marketing's goal should be to qualify the group, not just a single lead.

When marketing is new to an established sales-led organization, the goal isn't simply more leads. The initial focus should be 'upstream': analyze what triggers successful sales outreach and how marketing can accelerate that existing motion, which builds credibility and proves value faster.

Analysis showed only 6% of active deals had a trackable marketing touchpoint. The root cause was the sales team sharing marketing assets through a separate enablement tool not synced with the CRM. This data silo made marketing's significant role in closing deals completely invisible.

The 95/5 rule suggests most B2B buyers aren't actively buying. "Sourced pipeline" is a harvesting metric that only measures the 5% who are in-market. This myopic focus ignores marketing's more strategic role: building brand preference with the other 95% of future buyers.

Relying on a single data point like "first touch" to explain pipeline creation is flawed. It ignores the complex buyer journey and inevitably leads to a blame game—marketing providing "shitty leads" versus sales doing "poor follow-up"—instead of a systematic analysis of what is truly broken in the process.