Nikhat I. ok, so here's a challenge based on the question you posed. The true definition of attribution is about the causes of behaviors and events to assign credit or blame to internal dispositions. Yes, I pulled that from google.
In sales/ marketing, the term attribution has been high-jacked to relate more towards who gets credit for the deal. Technically they are the same thing, however different minds use those words with different concepts. Hence my question. It took me a minute to re-navigate.
So, now that I figured that out, I understand you looking to drive the behaviors and events of the prospect as to why they should buy, aka, "why right now." i
And here's what I think you are running into. Please correct me if I am still not understanding the picture you are painting.
The issue is that executives think "right now" is always, "right now". T
he prospect doesn't care about what your board wants, your VCs, your C-Levels, Wallstreet or your teams comp structure.
"Why right now" only applies to the specific use case that the person you are targeting is most likely feeling based on the pains you solve related to their day to day activities. And even with the best AI, right now (no pun intended), you still cannot accurately measure that in a statistically significant way on a regular basis. Potentially, sure, not yet imo.
So to your real concern... "they need clarity on who to reach out to and why right now."
- 1.
That's a clearly defined ICP by company, title and role issue. That's your job, not the reps.
- 2.
It's further requirement is excellent and accurate data. Again, your job, not the reps.
- 3.
Compounding on that are having the right use cases and case studies in relation to your ICP and your current customers. Again, your job, not your reps.
- 4.
Going deeper, this means you cannot assume your solution is for everyone, it's not. It's for the people who align with your current customer, verticals and titles. If you're still thinking your solution is a horizontal solution, it may be in theory, it's not when it comes to sales conversations.
- 5.
And this is where training comes in, whether its you or someone else you have to take all I mentioned and teach them.
- a.
Don't put it in a playbook and ask them to read or memorize it.
- b.
Don't expect them to figure it out on their own, no matter what generation they are from.
- c.
And just because it's easy for executives to have this in their mind and know how to do it is completley different than a sales person.
- d.
Adjust expectations accordingly away from the team and back to leadership first.
TLDR - Your reps don't need clarity on who to reach out to and why now.
You do, and then its up to you to teach your reps.
