MQLs should function as internal signals for the marketing team to orchestrate the next step in the buyer's journey, such as triggering a new automation. They are a delivery system within marketing, not a basket of leads to be handed to sales, which prevents sales from chasing low-quality signals.
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Friction between sales and marketing often stems from using separate definitions for a Marketing Qualified Lead (MQL) and a Sales Qualified Lead (SQL). The most effective approach is to have one unified definition: a potential customer that sales can realistically close. This focuses both teams on the ultimate goal of revenue generation.
Most go-to-market challenges, from low conversion rates to departmental friction, can be traced to the handoff process between marketing and sales. Start your diagnosis here to find the root cause of issues like low-quality leads or poor pipeline velocity, not just the symptoms.
Metrics like "Marketing Qualified Lead" are meaningless to the customer. Instead, define key performance indicators around the value a customer receives. A good KPI answers the question: "Have we delivered enough value to convince them to keep going to the next stage?"
Instead of abandoning the MQL framework and overhauling systems, marketers should redefine what constitutes an MQL. Focus on high-intent signals (like free trial starts) rather than low-value actions (like email opens). The MQL is a delivery system, and your definition controls its quality.
Top-performing companies are abandoning traditional metrics like MQLs. They now focus on understanding the entire prospecting process—from lead creation to BDR/SDR engagement—to generate stronger pipeline, higher win rates, and more revenue with less wasted effort.
Instead of debating multi-touch attribution, first identify the single, independent event that caused a sales rep to engage a prospect. This "trigger" (e.g., demo request, MQL score) reveals the true efficiency of your GTM motions, which is a more fundamental problem to solve.
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.
Ditch MQLs. For sales-led motions, measure marketing on qualified pipeline (deals converting at >25%). For PLG motions, measure 'activated signups,' where users hit their 'aha moment.' This aligns marketing with quality and revenue, not volume.
The handoff process from marketing to sales is a frequently neglected 'gray zone.' Marketers fear overstepping and sales may lack optimization skills. Making this a core strategic bet is a high-leverage way to generate pipeline while building top-of-funnel demand.
Instead of defensively protecting metrics like MQL volume, marketing leaders should proactively question their quality and impact on pipeline. This shifts the conversation from blame to curiosity, builds trust with sales, and positions marketing as a strategic revenue driver.