Marketing SaaS

The Problem: Attribution Fragmentation Inside Enterprise Marketing Orgs

The client was an enterprise marketing SaaS providing attribution and revenue visibility across paid media, outbound, lifecycle, and sales channels.

Their product solved a real problem, but enterprise adoption stalled due to internal fragmentation, not lack of demand.

Across large marketing organizations:

• CMOs cared about strategic budget allocation
• Demand Gen teams defended channel performance
• RevOps questioned data integrity
• Finance demanded defensible ROI
• Sales leadership distrusted marketing-sourced attribution entirely

Everyone agreed attribution was broken.
No one agreed on how it was broken-or who owned fixing it.

As a result, deals stalled in “internal review,” not procurement.

The Constraint: Traditional ABM Failed at the Committee Level

Previous outbound and ABM efforts underperformed because they treated the account as a single buyer instead of a multi-stakeholder system:

1. Single-Persona Messaging
   Outreach spoke to “marketing teams” broadly, ignoring the divergent incentives between CMOs, RevOps, and Finance.
2. Uncoordinated Channels
   Email, LinkedIn, and ads ran independently-no narrative reinforcement, no internal echo effect.
3. Attribution Skepticism Loop
   Buyers demanded proof of attribution accuracy before trusting an attribution platform-creating decision paralysis.

The problem wasn’t awareness.
It was lack of internal consensus.

The Solution: Deploying the Enterprise Consensus Engine
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We implemented an automated Enterprise Consensus Engine designed to align enterprise marketing buying committees-not just generate meetings

Automated ABM - The Enterprise …

1. Buying Committee Mapping Inside Marketing Organizations

Each target account was treated as a network of stakeholders, not a logo.

We mapped and segmented messaging across:

• CMO / VP Marketing (budget authority)
• Demand Gen & Performance Marketing (channel owners)
• RevOps & Analytics (data validators)
• Finance (ROI and spend governance)
• Sales leadership (downstream trust)

Each role received a different framing of the same core problem:

“Your attribution model is creating internal conflict-and that conflict is costing pipeline efficiency.”

2. Orchestrated Multi-Channel Exposure

Rather than isolated outreach, we ran synchronized engagement across:

• Cold email → role-specific narrative injection
• LinkedIn → professional credibility + repetition
• B2B advertising → omnipresent reinforcement within the account

Stakeholders encountered the same attribution thesis from different angles-creating internal familiarity and shared language before sales conversations occurred.

This reduced reliance on a single internal champion and increased multi-threaded engagement.

3. Reframing Attribution as an Alignment Problem

Instead of leading with dashboards or features, messaging focused on:

• Channel conflict inside marketing orgs
• Budget debates caused by inconsistent attribution
• Exec-level mistrust between marketing and sales
• The operational cost of unclear revenue ownership

The platform was positioned not as a reporting tool-but as an enterprise alignment system for marketing leadership.

The Outcome: Enterprise-Qualified Pipeline in 90 Days

Results delivered:

• 145 qualified enterprise meetings
• Marketing organizations with:
  • Multi-channel spend
  • Dedicated RevOps functions
  • Sales alignment challenges
• Meetings frequently included multiple stakeholders, not just demand gen

Critically:

• Conversations entered discovery with pre-aligned problem awareness
• Attribution skepticism shifted into internal urgency
• Sales cycles advanced without early-stage committee stall

This was not volume-based lead generation.
It was consensus-driven pipeline creation.

Why This Worked (Enterprise Marketing Thesis)

Enterprise marketing SaaS deals fail when:

• Each function defends its own channel
• Attribution becomes political
• No shared narrative exists at the leadership level

This engagement succeeded because it engineered:

• Shared language across roles
• Repetition across channels
• Stakeholder-specific framing
• Internal alignment before sales involvement

In enterprise marketing, the buyer isn’t an individual-it’s a coalition.

Executive Takeaway

For enterprise marketing SaaS companies:

• The bottleneck is not demand
• The bottleneck is internal agreement
• The fastest path to pipeline is engineered consensus, not louder outreach

This case demonstrates how enterprise ABM-when automated and orchestrated-can move beyond “marketing leads” and become a revenue alignment engine.