Table of Contents
- Why Marketing and Sales Need Shared KPIs: Overcoming the Alignment Gap
- The 7 Critical KPIs Marketing and Sales Should Jointly Own
- Data Quality as Foundation: Prerequisites for Meaningful Joint KPIs
- Implementing a Joint KPI Framework in Mid-Market Companies
- Technological Enablers for KPI Integration Without Enterprise Budget
- Industry-Specific Adaptation of Joint KPIs
- Best Practices and the 90-Day Plan for Successful Alignment
- Future Trends: AI and Predictive Analytics as Game-Changers for Marketing-Sales Alignment
- Frequently Asked Questions
Why Marketing and Sales Need Shared KPIs: Overcoming the Alignment Gap
Does this sound familiar? Marketing celebrates increased website traffic while sales complains about poor lead quality. Or: Marketing diligently generates leads, but sales doesn’t follow up consistently. These scenarios are reality in many B2B companies – and they cost real money.
The Measurable Business Impact of Integrated Processes
The separation between marketing and sales is not just an organizational problem but has direct effects on business results. According to a study by LinkedIn and Forrester (2024), companies with strong marketing-sales alignment achieve on average:
- 36% higher customer acquisition rates
- 38% higher close rates in sales conversations
- 27% faster revenue growth
Impressive, isn’t it? But what exactly does “strong alignment” mean? Simple: Both departments pursue common, clearly defined goals and measure their success using the same metrics – in other words, shared KPIs.
Status Quo 2025: Current Data on Marketing-Sales Alignment
Although the benefits are obvious, reality paints a different picture. According to Gartner’s “State of Revenue Operations Report 2025”:
- Only 34% of mid-market B2B companies have established formal alignment between marketing and sales
- 65% of executives indicate that different goals and metrics represent the biggest obstacle to effective collaboration
- In 71% of companies, marketing and sales are evaluated against different KPIs
This creates an “alignment gap” that has particularly painful consequences in B2B mid-market companies. While large enterprises can bridge this gap through sheer resources, smaller organizations often lack the necessary infrastructure.
The Costs of Silo Thinking in B2B Mid-Market
Silo thinking between marketing and sales causes concrete costs that many companies aren’t aware of. SiriusDecisions (now Forrester) quantifies these costs for the typical B2B mid-market company:
- Up to 10% of annual revenue is lost through inefficient lead processing
- On average, 60-70% of marketing-generated leads are never contacted by sales
- The Customer Acquisition Cost (CAC) is 35% higher in companies with separated departments
For a mid-market company with 5 million euros in annual revenue, this means: A potential 500,000 euros are left on the table yearly – just because marketing and sales aren’t pulling in the same direction.
The solution? A framework of shared KPIs that holds both departments accountable and aligns their work toward a common goal: profitable company growth.
The 7 Critical KPIs Marketing and Sales Should Jointly Own
For marketing and sales to truly work together, you need metrics that reflect the entire customer journey – from initial awareness to successful close and beyond. Here are the seven critical KPIs that both departments should jointly own:
1. Lead-to-Revenue Performance
Lead-to-Revenue Performance (L2RP) measures how effectively your company converts leads into revenue. This metric considers the entire sales funnel and shows where potential customers are lost.
How is it calculated? Revenue ÷ Number of generated leads × 100
Why is it important? L2RP bridges the gap between marketing activities and actual business results. According to a McKinsey study (2024), companies that consistently track this metric have a 25% higher growth rate than their competitors.
Shared responsibility: Marketing must deliver high-quality leads, while sales must convert them effectively. If L2RP decreases, neither side can point fingers at the other – they must find solutions together.
“Lead-to-Revenue Performance is the ultimate measure of marketing success and sales efficiency. It’s the one number both departments can agree on.” – Harvard Business Review, January 2025
2. Customer Acquisition Cost (CAC) and Marketing ROI
Customer Acquisition Cost (CAC) indicates how much it costs to win a new customer – including all marketing and sales expenses.
How is it calculated? (Marketing + Sales expenses) ÷ Number of newly acquired customers
Why is it important? CAC directly reveals the efficiency of your go-to-market approach. According to the B2B Benchmark Report 2025 by OpenView, CAC in a healthy B2B company should be between 1 to 3 times the average annual revenue per customer, depending on the industry.
Shared responsibility: Both marketing (through campaign efficiency) and sales (through close rates) directly influence CAC. Therefore, both departments should pursue this metric as a shared goal.
Closely related is Marketing ROI, which measures the actual return on investment of your marketing efforts:
How is it calculated? (Revenue through marketing – Marketing expenses) ÷ Marketing expenses × 100
This metric only makes sense if sales transparently communicates which deals can be attributed to marketing activities – another reason for shared responsibility.
3. MQL-to-SQL Conversion Rate and Lead Quality
This metric shows how many Marketing Qualified Leads (MQLs) become Sales Qualified Leads (SQLs).
How is it calculated? Number of SQLs ÷ Number of MQLs × 100
Why is it important? A low conversion rate indicates a mismatch between marketing and sales expectations regarding lead quality. The average MQL-to-SQL conversion rate in B2B is about 13% according to the Demand Gen Report 2025, with top performers achieving rates above 20%.
Shared responsibility: Marketing and sales must agree on a clear definition of a qualified lead. Marketing is responsible for generating high-quality leads, while sales must process them promptly and effectively.
| Lead Category | Typical Conversion Rate | Top Performers |
|---|---|---|
| MQL to SQL | 13% | 20-25% |
| SQL to Opportunity | 25% | 35-40% |
| Opportunity to Deal | 20% | 30-35% |
4. Opportunity-to-Close Rate and Sales Cycle Length
The Opportunity-to-Close Rate measures how many sales opportunities actually result in closed deals. The Sales Cycle Length captures the average time a lead needs to move through the entire sales funnel.
How are they calculated?
- Opportunity-to-Close Rate = Number of won deals ÷ Number of opportunities × 100
- Sales Cycle Length = Average time from lead generation to close
Why are they important? These metrics show how effective your sales process is and where delays occur. According to the “B2B Sales Benchmark Report 2025” by Pavilion, the average B2B sales cycle has a length of 3-6 months, with successful companies able to shorten it by up to 40%.
Shared responsibility: Marketing can shorten the sales cycle through targeted nurturing campaigns and relevant content, while sales is responsible for efficient follow-up and closing techniques.
5. Customer Lifetime Value (CLV) and Upsell/Cross-Sell Rate
Customer Lifetime Value (CLV) forecasts the total value a customer generates during their entire relationship with your company.
How is it calculated? Average annual revenue per customer × Average customer retention period in years × Gross profit margin
Why is it important? CLV puts CAC into a long-term context and shows whether your customer acquisition strategy actually pays off. According to a Bain & Company study (2024), a 5% increase in customer retention increases profit by 25-95%.
Shared responsibility: Marketing contributes to customer retention through continuous engagement strategies, while sales increases customer value through upselling and cross-selling.
6. Touchpoint Effectiveness in the Customer Journey
This KPI measures which touchpoints in the customer journey most effectively contribute to conversion.
How is it calculated? Through attribution models that evaluate the influence of different touchpoints on the final conversion (First-Touch, Last-Touch, Multi-Touch, etc.)
Why is it important? According to Gartner, B2B buyers interact with 10-15 touchpoints on average before making a purchase decision. Understanding the most effective touchpoints enables optimal resource allocation.
Shared responsibility: Marketing and sales must jointly map the entire customer journey and understand which interactions lead to progress in the sales funnel.
7. Revenue Forecast Accuracy
This metric measures how accurately your revenue forecasts predict actual results.
How is it calculated? 1 – (|Forecasted revenue – Actual revenue| ÷ Actual revenue)
Why is it important? Precise forecasts are crucial for budget planning, resource allocation, and general business strategy. According to SalesForce, the average forecast accuracy in B2B companies is about 75%, with top performers achieving over 90%.
Shared responsibility: Marketing must provide precise lead flow forecasts, while sales must contribute realistic assessments of close probabilities.
These seven KPIs form the foundation for an integrated measurement system that aligns marketing and sales toward common goals. The next step: Ensuring that the data on which these KPIs are based is reliable and consistent.
Data Quality as Foundation: Prerequisites for Meaningful Joint KPIs
Before implementing the KPIs mentioned above, you need to ensure your data foundation is solid. Because shared KPIs are only as good as the data they’re based on.
Data Governance for Consistent Metrics
Data governance defines who in your company is responsible for which data and how it is managed. A clear governance framework is essential for shared marketing-sales KPIs.
According to an IDC study (2024), companies with a formalized data governance program have 43% higher data quality and make 29% better business decisions. But what does good data governance look like in practice?
- Designating data owners: Identify specific contacts from both departments
- Regular data audits: Review the quality and completeness of your data quarterly
- Documented data processes: Define how data is collected, stored, and evaluated
- Employee training: Ensure all involved parties understand the importance of correct data entry
Example: For one of our clients, an industrial supplier, introducing a clear data governance program led to a 37% improvement in lead qualification accuracy within six months.
Data Standardization Between Marketing and Sales Systems
A common problem: Marketing and sales use different systems with different data formats. The solution lies in standardization.
According to the Revenue Operations Report 2025 by RevOps Squared, 76% of the most successful B2B companies use standardized data models across all customer-facing systems. Here are the key standardization areas:
| Data Area | Recommended Standardization |
|---|---|
| Lead status | Uniform definitions for MQL, SQL, Opportunity, etc. |
| Company attributes | Uniform industry classification, company size categorization |
| Contact information | Standardized formatting for names, phone numbers, addresses |
| Activity tracking | Consistent recording of interactions (emails, calls, meetings) |
| Campaign attribution | Uniform UTM parameters and campaign labeling |
For mid-market companies, implementing such standards may seem overwhelming. The key is to start small: Begin with the most important data fields relevant to your core KPIs and expand gradually.
Unified Definitions of Leads, Opportunities, and Deals
Another stumbling block: Marketing and sales often have different ideas about what constitutes a “qualified lead” or an “opportunity.”
A study by CSO Insights shows that companies with clearly defined lead definitions achieve a 30% higher lead-to-opportunity conversion rate. Here’s a framework for unified definitions that has proven effective in practice:
Marketing Qualified Lead (MQL): A contact who has shown specific behaviors (e.g., whitepaper download, webinar participation) AND meets certain demographic/firmographic criteria (e.g., industry, company size, position).
Sales Qualified Lead (SQL): An MQL who has been contacted by sales AND has shown interest in a conversation AND has articulated a specific problem/need that your company can solve.
Opportunity: An SQL where the decision process, budget, timeline, and decision-makers have been identified (BANT criteria) AND a specific solution/offer has been discussed.
Deal: An opportunity with a signed contract or binding order.
The Brixon Group has developed a practical workshop format for mid-market clients in which marketing and sales jointly develop these definitions. This participatory approach leads to higher acceptance than top-down imposed definitions.
Once your data foundation is in place, you can begin implementing your shared KPI framework. But how exactly does this work in B2B mid-market?
Implementing a Joint KPI Framework in Mid-Market Companies
Implementing shared KPIs is not an IT project but a change management process. It requires cultural changes, new processes, and finally the right technological support.
The Revenue Operations Model for SMEs
Revenue Operations (RevOps) is the organizational framework that unites marketing, sales, and customer service under a common goal: sustainable revenue growth. While RevOps often exists as a separate department in large companies, it can serve as a framework in mid-market without creating new positions.
According to the Revenue Operations Benchmark Report 2025 by TOPO, companies implementing the RevOps model have 19% faster growth and 15% higher profitability. Here’s a practical RevOps approach for mid-market:
- Revenue Team: Form a cross-functional team with representatives from marketing, sales, and possibly customer service
- Revenue Owner: Designate a responsible “Revenue Owner” (can be the CEO, CMO, or sales director)
- Revenue Meetings: Introduce weekly revenue meetings where shared KPIs are discussed
- Revenue Dashboard: Develop a shared dashboard for all relevant KPIs
A mid-market software company that worked with the Brixon Group was able to increase its revenue by 32% within a year using this approach, without expanding the team – solely through better alignment and shared goals.
Service Level Agreements Between Marketing and Sales
Service Level Agreements (SLAs) between marketing and sales define mutual expectations and obligations. They provide clarity and accountability.
According to HubSpot, clearly defined SLAs lead to 36% higher customer acquisition and 20% higher revenues. An effective SLA typically includes:
- Lead volume targets: How many MQLs does marketing deliver per month?
- Lead quality criteria: What constitutes a qualified lead?
- Response times: How quickly does sales process new leads?
- Feedback mechanisms: How does sales provide feedback on lead quality?
- Shared KPIs: Which metrics are jointly tracked?
Here’s an excerpt from a successful marketing-sales SLA:
Marketing commits to:
- Delivering at least 100 MQLs per month
- Ensuring that at least 80% of MQLs meet the agreed quality criteria
- Providing lead nurturing for leads not yet ready for sales
- Detailed documentation of lead interaction history
Sales commits to:
- Contacting each MQL within 24 hours
- At least 3 contact attempts per lead
- Qualitative feedback on each lead in the CRM
- Consistent follow-up on marketing’s lead nurturing recommendations
The Brixon Group recommends reviewing and adjusting SLAs quarterly, as market conditions and internal capacities can change.
Resource-Efficient Reporting Structures
In mid-market companies, resources for elaborate reporting processes are often limited. Therefore, a lean, focused approach is needed.
According to the Sirius Decisions Reporting Framework, you should focus on three reporting levels:
- Executive Dashboard: Overview of the most important KPIs for executive management (monthly)
- Operational Dashboard: Detailed KPIs for operational management (weekly)
- Tactical Reports: Granular data for daily work (as needed)
For resource-efficient reporting, we recommend:
- Automated data collection wherever possible
- Focus on 5-7 core KPIs instead of data overload
- Weekly 30-minute revenue meetings with a clear agenda
- Quarterly in-depth analyses and strategy adjustments
A B2B service provider in the mechanical engineering sector reduced its reporting effort by 65% through this approach, while decision quality increased simultaneously – because everyone focused on the truly relevant KPIs.
Implementing a shared KPI framework requires the right balance of processes, people, and technology. In the next section, we’ll look at the technological enablers that are affordable even for mid-market companies.
Technological Enablers for KPI Integration Without Enterprise Budget
Good news: Technological support for integrated marketing-sales KPIs is now accessible even for companies with limited budgets. The challenge lies less in the costs than in selecting the right solutions.
All-in-One vs. Best-of-Breed: The Right CRM/Marketing Infrastructure
When building your KPI infrastructure, you face a fundamental decision: Do you opt for an all-in-one platform or combine specialized best-of-breed solutions?
According to a Capterra study (2024), 68% of mid-market B2B companies choose a hybrid approach: a solid core platform, supplemented by specialized tools for specific requirements.
| Approach | Advantages | Disadvantages | Recommendation |
|---|---|---|---|
| All-in-One (e.g., HubSpot, Salesforce) |
– Seamless integration – Unified data foundation – Simpler training |
– Higher initial costs – Possible compromises on specialized functions – Vendor lock-in |
Ideal for companies building from scratch that value simplicity |
| Best-of-Breed (e.g., specific tools per function) |
– Best functionality in each area – Flexibility when making changes – Often lower entry costs |
– Integration challenges – Multiple contracts/contacts – Potential data consistency issues |
Suitable for companies with specific requirements or existing systems |
| Hybrid Approach |
– Solid foundation with specialized tools – Scalability – Balance of integration and specialization |
– Requires thoughtful integration planning – More complexity than pure all-in-one solution |
The pragmatic choice for most mid-market B2B companies |
Regardless of your approach, your infrastructure should offer these core functions:
- Central contact and company data management
- Tracking of lead status throughout the entire funnel
- Campaign management with clear attribution
- Automated workflows for lead nurturing
- Reporting functions for the defined KPIs
The Brixon Group implemented a cost-efficient hybrid approach for a client in the industrial sector: HubSpot as the CRM core, supplemented by specialized analysis and attribution tools. The result: 42% increase in lead-to-customer conversion at 30% lower cost per acquisition.
Business Intelligence for Mid-Market: Dashboards and Reporting
Business Intelligence (BI) was previously reserved for enterprise companies. Today, there are affordable, user-friendly solutions specifically designed for mid-market.
According to the SMB Analytics Adoption Report 2025, 59% of the fastest-growing mid-market companies use dedicated BI tools, compared to only 23% of slower-growing companies.
For displaying shared marketing-sales KPIs, we recommend:
- Microsoft Power BI: Cost-effective solution with strong Excel integration, ideal for companies already using Microsoft 365
- Tableau: Powerful visualization capabilities, scalable pricing models
- Google Data Studio: Free option with good integration into Google Analytics and Google Ads
- Looker Studio: Comprehensive yet user-friendly solution with flexible connectors
- Integrated dashboards: Many CRM and marketing automation platforms offer their own dashboard functions
An effective KPI dashboard should follow three core principles:
- Clarity: Focus on the most important KPIs without visual overload
- Contextualization: Display of trends and comparative values, not just snapshots
- Action orientation: Clear visualization of deviations and need for action
“The most effective dashboard is not the one with the most data, but the one that leads to the fastest and best decisions.” – Revenue Growth Analytics Report 2025
Attribution Models for Holistic Performance Measurement
A central problem with shared KPIs is the attribution of success: Which activities actually contributed to the close?
Attribution in B2B contexts is particularly complex since purchasing processes are long and involve many touchpoints. According to the B2B Attribution Report 2025 by Bizible, these attribution models have proven particularly effective:
- Position-Based Attribution: 40% of success is attributed to the first and last touchpoint, 20% distributed across the middle touchpoints
- W-Shaped Attribution: 30% each for first contact, lead generation, and opportunity creation, 10% for remaining touchpoints
- Full-Path Attribution: Considers the entire purchasing process including customer acquisition phase
For mid-market, we recommend a pragmatic approach:
- Start with a simple position-based model
- Consistently track all touchpoints (with UTM parameters and CRM integration)
- Develop your model further based on the data
- Don’t forget to consider offline touchpoints (e.g., trade shows, phone calls)
The Brixon Group developed a pragmatic attribution model for a mid-market IT service provider that showed whitepaper downloads were 3.2 times more valuable than originally assumed – leading to a realignment of the content strategy and increasing ROI by 47%.
With the right technological foundation, you can adapt your shared KPIs according to your specific industry requirements.
Industry-Specific Adaptation of Joint KPIs
The “one-size-fits-all” philosophy doesn’t work with KPIs. Depending on industry, business model, and sales process, you need to adapt your shared metrics to achieve maximum relevance.
SaaS and Tech Companies: Product-Led-Growth Metrics
SaaS and technology companies typically have shorter sales cycles but more complex customer success processes. The focus is often on rapid acquisition and lasting retention.
According to the SaaS Benchmarks Report 2025 by OpenView, tech companies should jointly track these specific KPIs for marketing and sales:
- Product Qualified Leads (PQLs): Users who have performed certain value-indicating actions in freemium or trial versions
- Time-to-Value: How quickly do new customers achieve their first value with the product?
- Expansion Revenue Rate: Revenue growth through existing customers (upgrades, cross-sells)
- Net Revenue Retention (NRR): Existing customer revenue considering churn, downgrades, and expansion
- Customer Acquisition Payback Period: Time until acquisition costs are amortized
Particularly important: The close integration of product, marketing, and sales data. A successful tech company with a product-led-growth approach uses product usage data to guide marketing and sales activities.
Example: A SaaS provider for project management software working with the Brixon Group was able to increase conversion rates from trial to paid by 28% while reducing CAC by 34% by implementing PQL-based workflows.
Manufacturing Industry: Measuring Long Sales Cycles
In manufacturing, sales processes often take months or even years. Here, intermediate milestones and incremental progress measurements are crucial.
According to an Accenture study (2024), B2B industrial companies should implement these specific KPIs for marketing and sales:
- Quote-to-Close Ratio and Velocity: How many quotes become deals and how long does the process take?
- Opportunity Stage Progression: How quickly do leads move through defined sales phases?
- Technical Evaluation Success Rate: How often do your products convince in technical evaluation phases?
- Referral and Repeat Purchase Rate: How often do existing customers recommend you or buy again?
- Trade Show ROI: Measurable results from trade show appearances and events
For industrial companies, it’s particularly important to connect offline and online touchpoints in a holistic attribution model – because personal relationships continue to play a crucial role.
An example: A mechanical engineering supplier implemented integrated offline-online tracking with support from the Brixon Group. This showed that 63% of deals originated from a combination of digital content and personal conversations – leading to a reallocation of resources.
Service Companies: Project-Based KPIs
Consulting and service companies primarily sell expertise and capacity. Their KPIs must reflect the specificities of project-based business.
The Professional Services Benchmark Report 2025 by Service Performance Insight recommends these specific KPIs for marketing and sales:
- Proposal Win Rate: How many proposals lead to projects?
- Average Project Value (APV): Average project value as an indicator of upselling success
- Resource Utilization Impact: How well do marketing and sales fill resource capacities?
- Client Relationship Expansion: Development from single-project to multi-project customers
- Thought Leadership Engagement Rate: How well do thought leadership contents convert to opportunities?
Particularly important for service providers: The balance between high utilization (existing customers) and new customer acquisition. Marketing and sales must work closely together to maintain this balance.
A mid-sized consulting firm implemented a KPI dashboard with help from the Brixon Group that reflected exactly this balance. The result: A 14% increase in resource utilization alongside a 9% increase in new customer rate.
Regardless of your industry, you should tailor the KPIs to your specific business requirements. In the next section, you’ll learn how to put the implementation process into practice.
Best Practices and the 90-Day Plan for Successful Alignment
Now let’s get concrete: How do you implement shared KPIs in practice? We present a proven 90-day plan that leads to success step by step – underpinned by case studies from mid-market companies.
Case Studies from Mid-Market
Before we get to the implementation plan, let’s look at three successful alignment projects that the Brixon Group implemented with mid-market B2B companies:
Case Study 1: IT Solution Provider (65 employees)
Initial situation: Marketing department (3 people) and sales team (7 people) worked largely in isolation. Marketing focused on branding and content, sales primarily on existing customer care.
Implemented KPIs: Lead-to-Revenue Performance, MQL-to-SQL conversion rate, Opportunity-to-Close Rate
Result after 6 months: 41% more qualified leads, 23% shorter sales cycles, 29% revenue growth
Key factor: Weekly revenue meetings with transparent KPI dashboard
Case Study 2: Industrial Supplier (120 employees)
Initial situation: Traditionally sales-oriented company focusing on trade shows and personal contacts. Newly hired marketing director was to build digital channels.
Implemented KPIs: CAC (channel-specific), touchpoint effectiveness, Quote-to-Close Ratio
Result after 9 months: 17% more opportunities, 35% more precise revenue forecasts, clearly demonstrable ROI of digital marketing measures
Key factor: Multi-touch attribution that considered both digital and personal touchpoints
Case Study 3: Software Development Service Provider (40 employees)
Initial situation: High dependence on recommendations, irregular deal flow, no systematic lead generation
Implemented KPIs: Pipeline Velocity, Customer Lifetime Value, Revenue Forecast Accuracy
Result after 12 months: 39% increase in pipeline forecast accuracy, 45% more new customers, 22% higher average project size
Key factor: Content marketing strategy with clear pipeline attribution and lead scoring
These success stories share common patterns: clear KPI definition, regular joint meetings, and the willingness to adapt marketing and sales processes.
The Concrete Implementation Plan for Shared KPIs
Based on our experiences with dozens of mid-market projects, the Brixon Group has developed a proven 90-day plan for implementing shared KPIs:
Phase 1: Analysis and Definition (Day 1-30)
- Week 1-2: Conduct a joint workshop with marketing and sales for assessment
- Week 3: Define the 3-5 most important shared KPIs based on business goals
- Week 4: Audit existing data foundation and identify data gaps
Phase 2: Setup and Infrastructure (Day 31-60)
- Week 5-6: Implement or adapt technical infrastructure (CRM, attribution, etc.)
- Week 7: Create a shared KPI dashboard
- Week 8: Train all involved employees on new processes and tools
Phase 3: Operationalization and Optimization (Day 61-90)
- Week 9: Start weekly revenue meetings focusing on shared KPIs
- Week 10-12: Iterative optimization based on initial experiences
- Week 13: First monthly report comparing to baseline data and defining next steps
The key to success lies in a gradual approach. Don’t try to implement everything at once. Start with a few important KPIs and expand step by step.
Change Management for Cross-Departmental Collaboration
The technical implementation is only half the battle. Real success depends on cultural change.
According to a McKinsey study, 70% of all change projects fail due to cultural resistance. To minimize this risk, we recommend these proven change management strategies:
- Executive Sponsorship: Ensure executive management actively supports the project
- Joint Goal Setting: Marketing and sales should define KPIs together, not in isolation
- Make Early Wins Visible: Start with easily achievable improvements to create momentum
- Transparent Communication: Share successes and challenges openly with all involved
- Adjust Incentive Systems: Compensation and bonus systems should reflect the shared KPIs
A practical example: An industrial equipment supplier introduced a shared bonus system where 30% of variable compensation for both marketing and sales depended on the same KPIs. This led to significantly closer collaboration and the breakdown of silos.
The Brixon Group has also found that “shadowing” is particularly effective: Marketing staff accompany sales conversations, sales staff participate in marketing planning sessions. This promotes mutual understanding and appreciation for the work of the other department.
With a structured implementation plan and the right change management approach, you’re well-equipped to successfully introduce shared KPIs. But what does the future of marketing-sales alignment look like?
Future Trends: AI and Predictive Analytics as Game-Changers for Marketing-Sales Alignment
The integration of marketing and sales is being further accelerated by new technologies. In particular, artificial intelligence and predictive analytics are revolutionizing how B2B companies capture, analyze, and operationalize KPIs.
Predictive Lead Scoring and Opportunity Management
Traditional lead scoring is based on static rules and human intuition. Predictive lead scoring, however, uses machine learning to identify the truly relevant factors for successful closures from historical data.
According to a Forrester study (2025), companies with AI-powered lead scoring achieve:
- 41% higher conversion rates from lead to opportunity
- 38% faster identification of highly qualified leads
- 27% more accurate revenue forecasts
Particularly exciting: Modern AI systems consider not only demographic and firmographic data but also behaviors, intent signals, and even external market factors such as industry news or job postings from potential customers.
For mid-market companies, this means: The entry barrier for AI-powered lead scoring is dropping. Platforms like HubSpot, Salesforce Einstein, and InsideSales.com now offer affordable predictive scoring functions that can be implemented without a data science team.
An example: A mid-market SaaS provider implemented an AI-powered lead scoring model with support from the Brixon Group. This identified surprising correlations – for instance, that companies reading certain support articles had a 3.7 times higher purchase probability. By focusing on these insights, the company increased its conversion rate by 34%.
End-to-End Customer Journey Analytics
Complete tracking of the customer journey across all touchpoints – from initial awareness to purchase decision and beyond – is becoming increasingly accessible through advanced analytics platforms.
According to the Customer Journey Benchmark Report 2025 by DemandGen:
- The average B2B buying process encompasses 27 different touchpoints (as of 2025)
- 67% of these touchpoints are digital and can be captured automatically
- Only 23% of mid-market B2B companies have a complete overview of their customer journey
End-to-end journey analysis enables identifying the truly transformative moments in the buying process – those critical touchpoints that transform a lead from a passive prospect to an active opportunity.
Technological trends in this area:
- Cross-Device Tracking: Seamless tracking across different devices and channels
- Intent Data Integration: Incorporation of third-party intent data (e.g., from Bombora, G2)
- Conversational Intelligence: Automatic analysis of sales conversations and support interactions
- Visual Journey Mapping: AI-powered visualization of complex customer journeys
The Brixon Group’s Revenue Growth Strategy focuses precisely here: Through holistic journey analysis, we were able to identify and optimize the critical conversion points for a B2B service provider, resulting in a 38% reduction in sales cycle length.
Automated Attribution and Revenue Intelligence
The attribution of revenue to specific marketing and sales activities is becoming increasingly precise through AI-powered attribution. This enables a fairer and more data-driven evaluation of both departments.
According to Gartner’s Revenue Intelligence Report 2025, these technologies are transforming how B2B companies measure success:
- Multi-touch attribution models are being replaced by algorithmic attribution that automatically identifies the most effective touchpoints
- Revenue Intelligence platforms integrate data from CRM, marketing automation, web analytics, and communication tools
- AI-powered forecasting models achieve accuracy of over 90% – significantly better than human predictions
Particularly relevant for mid-market companies: Revenue Intelligence tools are increasingly offered as accessible cloud solutions that don’t require major IT investments.
Products like Clari, InsightSquared, and People.ai offer specialized Revenue Intelligence functions, while established platforms like HubSpot and Salesforce continuously expand their own AI capabilities.
A forecast: By 2027, according to Gartner, 75% of all B2B companies will use AI-powered Revenue Intelligence – compared to only 30% in 2023. This will lead to even closer integration of marketing and sales, as the strict separation of contributions from both departments increasingly blurs.
The Brixon Group is already helping mid-market companies implement these future technologies step by step – beginning with pilot projects that show quick successes while also laying the foundation for more comprehensive AI implementations.
The future belongs to companies that integrate marketing and sales not just organizationally, but also data-driven. With the right KPIs, a solid data foundation, and forward-looking technologies, you’re optimally positioned to succeed in an increasingly complex B2B landscape.
Frequently Asked Questions
Which KPI is the most important for marketing-sales alignment in B2B mid-market?
Lead-to-Revenue Performance (L2RP) is the central KPI for marketing-sales alignment, as it reflects the entire sales funnel and holds both departments accountable. It directly shows how effectively leads are converted into actual revenue. While other KPIs such as MQL-to-SQL conversion rate or Customer Acquisition Cost illuminate specific aspects, the L2RP provides the most comprehensive overview of the effectiveness of your revenue machine. For mid-market B2B companies, it’s particularly valuable because it directly correlates with business success and is understandable for both executive management and operational teams.
How often should shared KPIs be reviewed and adjusted?
Shared KPIs should follow a multi-layered review cycle: Weekly operational review in revenue meetings (focus on trends and deviations), monthly tactical review (focus on short-term optimizations), and quarterly strategic assessment (focus on fundamental adjustments). The quarterly review is particularly important – here you should question not just the numbers but also the relevance of the KPIs themselves. B2B markets change, and what was important six months ago may be less relevant today. According to the current Revenue Operations Benchmark, companies with regular review cycles have a 27% higher chance of meeting their revenue goals than those with static KPI frameworks.
Who should be responsible for shared KPIs when resources are limited?
With limited resources, a “Revenue Owner” model is recommended, where one person takes overarching responsibility for the KPIs. Depending on the company situation, this could be the CEO, sales director, or marketing director – what’s crucial is neutrality between departments. This person should moderate weekly revenue meetings and act as a “translator” between marketing and sales language. Additionally, cross-functional “KPI Champions” should be designated – one employee from marketing and sales who, in addition to their regular duties, ensures data quality and currency. According to current studies, the most effective structure is: A strategic owner at the leadership level combined with operational champions from both departments.
What cost-effective tools are suitable for mid-market companies to measure shared KPIs?
For mid-market B2B companies, these cost-effective tool combinations are recommended: 1) HubSpot (Starter or Professional) as a central CRM with basic marketing automation functions, supplemented by Google Data Studio for dashboards and reporting – particularly cost-efficient with smaller budgets. 2) Zoho CRM plus Zoho Marketing Automation – inexpensive all-in-one solution with good integration. 3) Pipedrive as a focused sales CRM combined with ActiveCampaign for marketing automation and Microsoft Power BI for reporting – scalable solution with strong process support. Integration is crucial: Even the best tool is worthless without reliable data exchange. When possible, use platforms with native integration or middleware solutions like Zapier if you need to connect different systems.
How do I overcome resistance when introducing shared KPIs in traditional companies?
In traditional companies, the cultural aspect is crucial when introducing shared KPIs. Proven strategies for overcoming resistance are: 1) Start with a pilot project for a specific product or market segment to demonstrate quick wins. 2) Identify “early adopters” in both departments and make them ambassadors for change. 3) Use data-driven success stories from other companies in your industry to illustrate the benefits. 4) Create shared incentives and rewards for achieving the shared goals. 5) Implement “job rotation” or “shadowing” between marketing and sales to promote mutual understanding. Particularly effective: Combine the KPI introduction with a workshop format in which both teams jointly create customer journey maps, developing a shared understanding of the customer perspective.
How can a small marketing department convince sales of shared KPIs?
As a small marketing department, you can convince sales of shared KPIs through a value-oriented approach: 1) Speak the language of sales – focus on revenue growth and sales efficiency, not marketing metrics. 2) Create transparency through a simple dashboard showing how marketing directly contributes to sales success. 3) Implement a lead scoring system that emphasizes quality rather than just quantity of leads. 4) Offer to support sales with tailored content for specific accounts (Account-Based Marketing). 5) Demonstrate with small pilot projects how shared KPIs can lead to better sales results. A particularly convincing approach is the “lead gap analysis”: Together with sales, identify which customer types or segments are currently underrepresented, and show how marketing can close these gaps through targeted measures.
What typical obstacles exist when introducing shared KPIs in mid-market?
In B2B mid-market, these five main obstacles typically arise when introducing shared KPIs: 1) Insufficient data quality and fragmented systems that don’t enable a unified view. 2) Lack of technical know-how for implementing more complex tracking and attribution models. 3) Resource scarcity – small teams are already at capacity with daily business. 4) Cultural barriers and historically grown silos between marketing and sales. 5) Lack of support at leadership level when immediate ROI isn’t visible. According to current studies, technical challenges are the easiest to overcome, while organizational and cultural barriers often present the biggest problems. Successful implementations therefore usually begin with a joint workshop on the “customer journey” that creates the foundation for cultural alignment before technical solutions are implemented.
How can the ROI of marketing measures be demonstrated in complex B2B sales processes?
Demonstrating ROI in complex B2B sales processes requires a multi-layered approach: 1) Use a multi-touch attribution model that considers the influence of various touchpoints across the entire, often months-long sales cycle. 2) Implement milestone conversion tracking that captures and evaluates intermediate successes such as “meeting arranged” or “proposal sent”. 3) Measure velocity metrics like shortening of sales cycles or faster movement between sales phases. 4) Systematically capture qualitative sales feedback on marketing content in the CRM. 5) For large B2B deals, use account-based marketing metrics that measure engagement at the account level rather than just the lead level. Particularly effective is the combination of quantitative KPIs and systematized qualitative feedback from sales – for instance through a standardized “won/lost analysis” that explicitly captures marketing influences.
What competencies does a team need to effectively implement shared KPIs?
For successful implementation of shared KPIs, a mid-market B2B team needs these core competencies: 1) Data analysis skills: At least one person should have basic knowledge of data analysis and interpretation. 2) System integration know-how: Technical understanding for connecting different data sources (CRM, marketing automation, website). 3) Process design competence: Ability to design efficient workflows for data collection and exchange. 4) Change management experience: Competence in guiding organizational changes. 5) Communication and visualization skills: Talent for preparing complex data comprehensibly. You don’t need to build all these competencies internally – external partners or temporary specialists can provide support, especially during initial implementation. The most critical competency that should exist internally is the “translation ability” between marketing and sales language as well as between data and business implications.
How can traditional sales channels (trade shows, personal contacts) be integrated into a digital KPI framework?
Integrating traditional sales channels into a digital KPI framework requires a hybrid tracking approach: 1) Implement specific trade show UTM codes or QR codes for digital touchpoints at the booth. 2) Use dedicated landing pages for trade show contacts that enable clear attribution. 3) Introduce systematic check-in processes for personal meetings that are recorded in the CRM. 4) Integrate offline conversion tracking through specific “offline campaign IDs” in your CRM. 5) Develop a hybrid attribution framework that considers both digital and personal touchpoints. Particularly effective: Using event marketing platforms like Bizzabo or Cvent that integrate seamlessly with CRM systems, enabling seamless capture of trade show contacts from the first scan to later digital interaction.
