How Do You Co-Create Scoring Models with Sales?
Build scoring that sales trusts by aligning on definition of “ready”, codifying observable signals, and governing changes with shared SLAs, feedback loops, and outcomes (win rate, cycle time, pipeline quality).
Co-creating scoring models with sales means building a shared definition of priority and translating it into rules sales can validate. Start with a joint workshop to agree on ideal customer profile, buying-group signals, and what “ready” looks like at each stage (inquiry → qualified → sales accepted → pipeline). Then score in two layers—fit (who it is) and engagement/intent (what they’re doing)—and pilot routing with clear SLAs and a weekly calibration cadence. The output is a governed model with documented thresholds, reason codes (why this is hot), and closed-loop feedback so sales outcomes continuously improve scoring.
What Makes Scoring “Sales-Trusted”?
The Co-Creation Playbook
Use this sequence to design scoring with sales, validate it in-market, and operationalize it through RevOps governance.
Align → Design → Pilot → Operationalize → Govern
- Align on “ready” (joint workshop): Define ICP, buying roles, and what qualifies a lead/account for sales attention. Capture disqualification reasons sales uses today.
- Translate into signals: List observable fields and behaviors (fit: industry, size, tech; intent: pages, topics, replies; engagement: meeting booked, demo request). Remove “mystery points.”
- Build a two-layer model: Separate Fit Score from Engagement/Intent Score. This prevents “busy small accounts” from outranking “strategic, in-market accounts.”
- Set actions + SLAs by tier: Example: Tier A = call within 15 minutes; Tier B = 24 hours + nurture; Tier C = nurture-only. Document what sales must do and what marketing must do.
- Pilot with a control group: Route scored records to a small sales pod; keep a baseline process in parallel. Measure conversion lift and rep feedback quality.
- Calibrate weekly with evidence: Review the last 25–50 routed records: which became pipeline, which stalled, and why. Adjust thresholds and weights—one change at a time.
- Operationalize in CRM: Surface score + reason codes on record views, create queues, automate tasks, and standardize handoff stages (inquiry→SAL→SQL→opportunity).
- Govern as RevOps: Monthly scoring council owns versioning, exceptions, and performance reporting. Tie scoring updates to GTM shifts (new segment, new product, new region).
Scoring Co-Creation Capability Matrix
| Capability | From (Fragile) | To (Sales-Trusted) | Owner | Primary KPI |
|---|---|---|---|---|
| Definitions & Stages | Marketing-only MQL definition | Shared SLA stages + disqualification taxonomy | RevOps | SAL Rate, Stage-to-Stage Conversion |
| Signal Design | Opaque point system | Fit + intent layers with reason codes | Sales Ops + Mktg Ops | False Positive Rate, Rep Adoption |
| Routing & Actions | Score shown, no workflow | Queues, tasks, sequences, and SLAs by tier | Sales Ops | Speed-to-Lead, Contact Rate |
| Validation | Anecdotal “feels right” | Pilot + baseline comparison + cohort reviews | Analytics/BI | Pipeline per Routed Record, Win Rate |
| Governance | Ad hoc changes by request | Versioning + monthly council + change log | RevOps Council | Model Stability, Sustained Lift |
Client Snapshot: From “Marketing Points” to Sales-Adopted Scoring
A revenue team rebuilt scoring with a sales pod: they separated fit from intent, added reason codes, and tied score tiers to specific rep actions. Within weeks, reps reported higher-quality conversations, and leadership could see scoring impact through improved SAL-to-opportunity conversion and faster follow-up compliance—supported by a governed change process.
If sales can’t explain why a record is prioritized, the model won’t stick. Anchor scoring to the journey, then operationalize it with cross-functional governance.
Frequently Asked Questions about Co-Creating Scoring with Sales
Operationalize Scoring with Sales
Turn scoring into a shared system: clear definitions, tiered actions, SLAs, and governance—so sales trusts what marketing routes.
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