Fulfillment is often difficult to quantify as a business benefit, particularly in CRO-level conversations, and even harder to measure as a team performance KPI. How are others in this group defining and attributing fulfillment to team performance today?

Based on many years of working with channel, distribution and marketplaces, the dreaded F word. Fulfillment. CROs care about growth and efficiency. So how fast initiatives help grow revenue (new, expansion, retention) AND ALSO how efficiently can this be done, across GEOs, segments. CROs like “sourced” because they understand this easier. Some might struggle with “influence” and potentially even sneer at fulfillment. IMO you have to focus on proving that fulfillment either: contributes to sourcing more business in the future OR improves sales efficiency OR improves retention. The final consideration is customer choice. Meeting customers where they want to to transact. A quick gemini prompt can yield a framework for this, that won’t fit here. Disclaimer: these opinions are my own and do not reflect those of my employer.