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  • Partner Marketing
B2B SaaS Co-Sell Head of Marketing Partner Marketing Partnerships
Alex Buckles

Joint Demand Generation: How to Run Co-Marketing That Converts

Featured image for Forecastable blog post on joint demand gen

Joint demand-gen campaigns with partners produce 2x to 4x the ROI of solo demand-gen when designed correctly. They produce 0.5x or worse when designed wrong. The difference comes down to four design decisions: shared ICP definition (not “everyone we both sell to”), single owner accountable for execution (not “joint ownership”), pipeline attribution captured at the lead level (not asserted at the campaign level), and a structured handoff motion (not “we’ll figure it out when leads come in”). Get those four right and joint demand-gen becomes one of the highest-leverage motions in the partnerships playbook.

I’ve designed and audited joint demand-gen campaigns across hundreds of partnerships. The common belief is that joint campaigns fail because of execution. The truth is they fail because of design. The execution problems are downstream of design problems that nobody caught at the start.

Why joint demand-gen usually underperforms

Most joint campaigns fail one of four design tests.

The ICP is too broad. Both companies define the joint ICP as “anyone in our target market who’s also in their target market.” This produces a list that’s too generic for either side’s messaging to land. The campaign generates registrations but no pipeline.

Ownership is shared. Both partners assume the other is driving execution. Deliverables slip. Quality drops. The campaign launches three weeks late and underperforms.

Attribution is asserted, not captured. The campaign generates 200 leads. Both partners claim them. Neither CRM has clean source data. By Q+1, neither company can prove the campaign drove pipeline.

Handoff is undefined. Leads come in. Some go to your SDR team. Some go to the partner’s SDR team. Some go nowhere. Within 30 days, half the leads have gone cold.

The four design decisions that make joint demand-gen work

Design decision Wrong way Right way
ICP definition “Anyone in our target market who’s also in their target market” Specific overlap segment defined by industry + size + tech stack signals + named target accounts
Ownership Joint ownership, shared deliverables Single accountable owner per workstream (creative, ops, lead routing, follow-up)
Attribution Asserted at campaign level after the fact UTM parameters, dedicated landing page, CRM source field captured at lead creation
Handoff “We’ll figure it out when leads come in” Pre-defined routing rules, SLA on first touch, joint follow-up motion documented

The five highest-ROI joint demand-gen formats

Some formats consistently outperform others. From the data I’ve seen across mid-market and enterprise SaaS:

Co-authored research reports. Highest ROI by far. Original research with both logos produces gated leads that convert at 2 to 4x normal rates because the gated content is genuinely valuable. Gartner research on B2B content marketing consistently shows original research outperforms thought-leadership content by 3x or more on conversion to qualified pipeline.

Joint webinars on shared customer pain. Mid to high ROI when the topic is sharply focused on a specific customer outcome. Low ROI when the topic is generic (“how to scale your business”).

Joint paid demand-gen with shared targeting. Mid ROI when both parties contribute audience data and own different stages of the funnel.

Joint customer story content. High ROI when the customer story features both products solving a specific problem. Generates mid-funnel pipeline that converts well.

Joint email nurture sequences. Mid ROI. Works best when each partner owns specific touchpoints in the sequence rather than sending duplicate content.

The handoff motion most teams skip

Joint demand-gen produces leads. Leads die when handoff is undefined. Here’s the handoff structure that consistently captures pipeline.

Pre-define routing rules. Before the campaign launches, both companies agree on which company gets which leads. Routing logic typically uses ICP overlap, existing customer status, and account ownership. Document the rules and load them into both CRMs.

SLA on first touch. Both companies commit to a first-touch SLA (typically 24 hours for inbound demo requests, 5 business days for content downloads). Slip the SLA and the lead conversion rate drops 30 to 50 percent.

Joint follow-up motion. For high-fit leads, both partners coordinate the follow-up. Partner manager does the intro, AE runs discovery, partner CSM joins for technical fit. This is where most teams under-invest.

Attribution capture at every touch. Every interaction with the lead gets logged with the campaign source. By the time the deal closes, attribution is undeniable.

The hidden cost of poorly designed joint campaigns

Beyond the wasted budget, poorly designed joint demand-gen damages the partnership relationship. The pattern is predictable. Both teams invest. Campaign launches. Leads come in. Neither side captures pipeline credibly. Both teams blame each other. The next quarter, joint demand-gen budget gets slashed and the partner relationship cools.

This is avoidable. The four design decisions above take roughly 2 to 4 hours of joint planning before launch. That investment prevents the post-mortem fight that ends most joint demand-gen programs after one or two cycles. BCG research on B2B partnerships consistently shows that joint demand-gen programs that survive past year two are 5x more likely to produce compounding pipeline than programs that get reset annually.

The bigger picture for partnerships leaders

Joint demand-gen is one of the highest-leverage motions in the partnerships playbook when designed correctly. It’s also one of the most damaging when designed wrong because it burns budget and damages partner relationships simultaneously. Spend 2 to 4 hours on the four design decisions before any campaign launches. Document the ICP, ownership, attribution, and handoff motion. Then execute. The teams that do this consistently build joint demand-gen programs that compound over years. The teams that skip the design work waste budget and lose partners.

Frequently Asked Questions

What is joint demand-gen with partners?

Joint demand-gen is a co-marketed campaign run between two or more companies to generate leads that fit both companies’ ICPs. Common formats include co-authored research, joint webinars, paid demand-gen with shared targeting, joint customer story content, and joint email nurture sequences. ROI varies widely based on design quality.

Why do most joint demand-gen campaigns fail?

Four design failures. ICP defined too broadly. Ownership shared between teams instead of single-accountable. Attribution asserted instead of captured at lead level. Handoff motion undefined. Get any of these wrong and the campaign produces leads but no pipeline.

What’s the highest ROI joint demand-gen format?

Co-authored research reports. Original research with both logos produces gated leads that convert at 2 to 4x normal rates because the content is genuinely valuable. Original research outperforms thought-leadership content by 3x or more on conversion to qualified pipeline.

How should we attribute leads from joint campaigns?

UTM parameters, dedicated landing pages, and CRM source fields captured at lead creation. Pre-define which company gets credit for which leads based on ICP overlap, existing customer status, and account ownership. Asserted attribution after the fact never holds up to CFO scrutiny.

How do we handle lead handoff between partners?

Pre-define routing rules before launch. Commit both companies to a first-touch SLA (24 hours for demo requests, 5 business days for content downloads). For high-fit leads, run a joint follow-up motion: partner manager does intro, AE runs discovery, partner CSM joins for technical fit. Document and capture attribution at every touch.

How long does joint demand-gen take to show ROI?

First campaigns typically show ROI within 90 to 180 days for content and webinar formats, 30 to 90 days for paid demand-gen. Compounding ROI starts in year two as joint content earns organic traffic and partner relationships strengthen execution velocity.


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Mollie Bodensteiner

Revops Advisory
  Mollie Bodensteiner is an experienced operations professional with a demonstrated track record of utilizing technology to support operational processes that drive performance and innovation. She currently is the Vice President of Operations at Sound and owns go-to-market agency, MB Solutions. Mollie has previously held operations leadership roles at Deel, Syncari, Corteva and Marketo. She has over 14 years of experience in both B2C and B2B operations and technology. When she is not working, Mollie enjoys spending time with her husband, three small children, and two large dogs. Childhood Career/Dream: Growing up in the age of Disney and Nick@Nite I always wanted to be a child actor (good thing that never was actually pursued 🙂 Favorite Win: I am not sure I have a specific “win” but I think I get the most joy and excitement from coaching others and watching them hit major milestones in their career. The first time you get to promote someone on your team or watch them lead a major project – are always career highlights! Personal Fun Facts: Favorite Song: If it’s love, Train Favorite Movie: Good Will Hunting Favorite Meme: Disaster Girl
Forecastable resources: Co-Sell Orchestration Platform · All Use Cases · Live in 30 Days · Co-Sell Playbook

Kelsey Buckles

Director of Operations

 

My journey from Education to Operations has equipped me with a unique perspective and skill set that perfectly aligns with Forecastable’s mission to help businesses improve sales collaboration through partner co-selling strategies.

At Forecastable, I am passionate about empowering teams and organizations to unlock the full potential of strategic partnerships. By leveraging my expertise in communication, leadership, and operational efficiency, I contribute to creating seamless co-selling processes that align with business goals and deliver exceptional results.

The intersection of my educational foundation and operational experience fuels my dedication to fostering alignment, building trust, and enhancing collaboration between partners. I am driven by the opportunity to contribute to a platform that not only optimizes sales strategies but also strengthens relationships that lead to long-term growth.

Paul Jonhson

Chief Technology Officer (Co-founder)

 

Paul Johnson has 20+ years of software development and consulting experience for a variety of organizations, ranging from startups to large-enterprise organization with highly-complex needs.

Mr. Johnson has a long track record of successful technology deployments.
This, combined with his deep passion for machine learning and exceptional user experience design, allows him to lead our technical direction from the front with confidence.

Alex Buckles

Product, Partnerships, and Value Engineering (Co-founder)

 

After serving in The United States Marine Corps, Alex Buckles spent the next two decades as a student of revenue production and an advocate for innovation.

Along the way, he has helped numerous companies achieve double and triple-digit growth by crafting and executing high-performing go-to-market strategies, with co-selling at the center of each.

As a once-advanced technical marketer, an expert sales & partner professional, and a strong customer success advocate, Mr. Buckles understands the impact of these functions aligning not only on revenue production, but on the day-to-day execution of the go-to-market strategy. This concept of revenue-team alignment is what quickly became the foundation of Forecastable back in January of 2018.

In his free time, you’ll find him spending quality time with his children, one of whom is on the autism spectrum. 1 in 36 children in the U.S. are on the spectrum and boys are four times more likely to be diagnosed than girls.

With that in mind, Mr. Buckles plans on dedicating the rest of his life serving those living with autism, through his organization Pathways for Autism. From his perspective, there must be a scalable and financially self-sustaining infrastructure established to put as many individuals with autism as possible on a path towards complete independence as adults.