Is Multi-Touch Attribution Enough for Marketing Decisions or Do You Use Additional Methods?

Nikhat I. · 2026-04-24T13:31:33.162Z

Question for the group. Multi-touch attribution has given us much better visibility into the funnel, but I’m not sure it’s made decisions any easier. When every channel shows up somewhere in the journey, it becomes harder to separate contribution from impact. So when it’s time to shift budget or prioritize programs, attribution alone doesn’t always give a clear answer. Feels like the next step is understanding what actually drives outcomes. How others are approaching this. Is multi-touch attribution enough for you, or are you layering something else on top?

Is Multi-Touch Attribution Enough for Marketing Decisions or Do You Use Additional Methods? | RevGenius

15 comments

· Sorted by Oldest

Peter E.
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My approach has been to attribute based on which touch or channel actually made the conversion happen. It's likely most leads are getting multiple touches, but which is the one that actually inspired an action?
Abbas S.
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(edited)·
This is the downside of multi-touch attribution more visibility but less clarity on what actually drives results Not every touchpoint has equal impact what’s helped us is focusing more on lead quality and targeting because when the audience is right it’s much easier to see which channels truly influence outcomes Curious if you’re looking at it from an quality lead as well?
Jakub S.
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(edited)·
Nikhat I. I would look at this from 3 perspectives, considering:
1.
all touchpoints
2.
First touch
3.
Last touch
I usually add a custom layer (ratio report) on top of ordinary reporting that tells me: this percentage out of overall ad spend brought this percentage of out of overall conversions. Screen attached for better illustration. For example, on line 17 you can see that 34% of overall ad spend brought 16% of overall conversions. This can be applied to markets, channels, campaigns etc. Based on this, you'd get some insights which channels might be less significant contributors. To validate the idea, I'd decrease/pause them in certain markets to see the impact on the business.
Damian O.
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·
Honestly, budget decisions are better made using Mix Media Modeling. Attribution is a tricky one to look at for budget. But if you don't want to get into it Multi-touch is best for assessing which channels are working. First and last touch are context that you can add to the reason behind the decision
Mani
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Use MTA (like markov chain) to optimize the Experience: Decide what the user sees next based on where they are in the Markov transition matrix. For example someone seeing a product page what is the next highly likely page they will go to. Use MMM to optimize the Engine: Decide where the next $100k goes based on the saturation curves.
Richard H.
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What are you really trying to accomplish with this level of attribution? Is it a compensation issue?
Nikhat I.
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·
Peter E. That’s the ideal, but I’ve found it’s really hard to isolate that “one” moment cleanly. A lot of times the action happens because of the build-up, not just the last or loudest touch. The tricky part is turning that into something teams can actually act on, not just explain after the fact.
Nikhat I.
·
·
Jakub S. This is a clean way to look at it. We’ve tried similar cuts, and the ratio layer is useful to spot obvious inefficiencies. Where it starts breaking a bit for us is going from “this channel underperforms” to “what should the team do differently tomorrow.” The analysis is there, but the action loop is still fuzzy.
Nikhat I.
·
·
Damian O. Agree on MMM for budget decisions. Feels like attribution is better at explaining than deciding. The gap we keep running into is less about where to spend and more about how to act on signals in-flight. Budget cycles move slower than buyer behavior.
Nikhat I.
·
·
Mani Interesting split between MTA for experience and MMM for budget. Makes sense in theory. In practice though, most teams we see struggle to even operationalize one cleanly, let alone both. The coordination layer between those decisions is where things tend to fall apart.
Nikhat I.
·
·
Richard H. Great question. For us it’s less about compensation and more about action. Reps don’t need perfect attribution, they need clarity on who to reach out to and why right now. If it doesn’t drive that, it usually just becomes reporting.
Mani
·
·
Nikhat I. — totally agree. Operationalizing is usually the hardest part. I’ve seen teams make both approaches work, especially in smaller, more nimble companies where media and website decisions sit under a single budget owner. It becomes much more challenging in larger organizations where website and marketing decisions are split across different teams or functions. The right org structure plays a critical role in making this work.
Richard H.
·
·
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.
Nikhat I.
·
·
Mani I think the org structure point is underrated honestly. A lot of attribution discussions become tooling discussions, but in practice the bottleneck is usually ownership and coordination. When media, website, lifecycle, and sales all optimize for slightly different things, even good data becomes hard to operationalize consistently. Feels like the companies where this works best are the ones where signal → decision → action is owned much more tightly end to end.
Nikhat I.
·
·
Richard H. This is a really thoughtful breakdown and honestly I think you’re getting at the core tension pretty well. I agree that reps ultimately need clarity because leadership first did the hard work upstream: defining ICP, narrowing positioning, understanding pain patterns, and translating that into usable context. Where I keep getting stuck is that even when companies have that understanding, it still often doesn’t consistently make it into execution. The knowledge exists, but it’s fragmented across people, docs, calls, dashboards, and tribal memory. So the thing I’m interested in is less “can AI perfectly predict intent” and more “can systems help surface the right context at the right moment so reps don’t have to reconstruct it manually every time.” Not replacing judgment, more reducing the coordination tax around using it consistently.

Peter E.
·
·
My approach has been to attribute based on which touch or channel actually made the conversion happen. It's likely most leads are getting multiple touches, but which is the one that actually inspired an action?
Abbas S.
·
(edited)·
This is the downside of multi-touch attribution more visibility but less clarity on what actually drives results Not every touchpoint has equal impact what’s helped us is focusing more on lead quality and targeting because when the audience is right it’s much easier to see which channels truly influence outcomes Curious if you’re looking at it from an quality lead as well?
Jakub S.
·
(edited)·
Nikhat I. I would look at this from 3 perspectives, considering:
1.
all touchpoints
2.
First touch
3.
Last touch
I usually add a custom layer (ratio report) on top of ordinary reporting that tells me: this percentage out of overall ad spend brought this percentage of out of overall conversions. Screen attached for better illustration. For example, on line 17 you can see that 34% of overall ad spend brought 16% of overall conversions. This can be applied to markets, channels, campaigns etc. Based on this, you'd get some insights which channels might be less significant contributors. To validate the idea, I'd decrease/pause them in certain markets to see the impact on the business.
Damian O.
·
·
Honestly, budget decisions are better made using Mix Media Modeling. Attribution is a tricky one to look at for budget. But if you don't want to get into it Multi-touch is best for assessing which channels are working. First and last touch are context that you can add to the reason behind the decision
Mani
·
·
Use MTA (like markov chain) to optimize the Experience: Decide what the user sees next based on where they are in the Markov transition matrix. For example someone seeing a product page what is the next highly likely page they will go to. Use MMM to optimize the Engine: Decide where the next $100k goes based on the saturation curves.
Richard H.
·
·
What are you really trying to accomplish with this level of attribution? Is it a compensation issue?
Nikhat I.
·
·
Peter E. That’s the ideal, but I’ve found it’s really hard to isolate that “one” moment cleanly. A lot of times the action happens because of the build-up, not just the last or loudest touch. The tricky part is turning that into something teams can actually act on, not just explain after the fact.
Nikhat I.
·
·
Jakub S. This is a clean way to look at it. We’ve tried similar cuts, and the ratio layer is useful to spot obvious inefficiencies. Where it starts breaking a bit for us is going from “this channel underperforms” to “what should the team do differently tomorrow.” The analysis is there, but the action loop is still fuzzy.
Nikhat I.
·
·
Damian O. Agree on MMM for budget decisions. Feels like attribution is better at explaining than deciding. The gap we keep running into is less about where to spend and more about how to act on signals in-flight. Budget cycles move slower than buyer behavior.
Nikhat I.
·
·
Mani Interesting split between MTA for experience and MMM for budget. Makes sense in theory. In practice though, most teams we see struggle to even operationalize one cleanly, let alone both. The coordination layer between those decisions is where things tend to fall apart.
Nikhat I.
·
·
Richard H. Great question. For us it’s less about compensation and more about action. Reps don’t need perfect attribution, they need clarity on who to reach out to and why right now. If it doesn’t drive that, it usually just becomes reporting.
Mani
·
·
Nikhat I. — totally agree. Operationalizing is usually the hardest part. I’ve seen teams make both approaches work, especially in smaller, more nimble companies where media and website decisions sit under a single budget owner. It becomes much more challenging in larger organizations where website and marketing decisions are split across different teams or functions. The right org structure plays a critical role in making this work.
Richard H.
·
·
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.
Nikhat I.
·
·
Mani I think the org structure point is underrated honestly. A lot of attribution discussions become tooling discussions, but in practice the bottleneck is usually ownership and coordination. When media, website, lifecycle, and sales all optimize for slightly different things, even good data becomes hard to operationalize consistently. Feels like the companies where this works best are the ones where signal → decision → action is owned much more tightly end to end.
Nikhat I.
·
·
Richard H. This is a really thoughtful breakdown and honestly I think you’re getting at the core tension pretty well. I agree that reps ultimately need clarity because leadership first did the hard work upstream: defining ICP, narrowing positioning, understanding pain patterns, and translating that into usable context. Where I keep getting stuck is that even when companies have that understanding, it still often doesn’t consistently make it into execution. The knowledge exists, but it’s fragmented across people, docs, calls, dashboards, and tribal memory. So the thing I’m interested in is less “can AI perfectly predict intent” and more “can systems help surface the right context at the right moment so reps don’t have to reconstruct it manually every time.” Not replacing judgment, more reducing the coordination tax around using it consistently.