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Account Based Marketing Project Proposal

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  • Input gathered from Tom Sadtler, VP Product Marketing, CATS via a meeting arranged by Karen Hocchhauser. Pilot goal was to better understand account’s business and needs. CA ADs already know most of this and document via account plan in SFDC.
  • Input gathered from Ruth Rensink, AD for Best Buy, Medtronic, SuperValu by Pam Brantley Pilot goal was to better understand account’s business and needs. CA ADs already know most of this and document via account plan in SFDC.
  • Input gathered from Dave Earhart, SVP Solution Sales; Brian Bentzen, Director Solution Sales; Jeff Ginter, VP Technical Sales; Sergio Perez, VP Area Sales; Adam Levy, Customer Alliance Program Manager
  • Input gathered from Ginelle Osworth, AD for USDA by Elliott; Roger Homan, AD for CANADIAN IMPERIAL BANK OF COMMERCE by Regan; Tammy Hope AD for JP Morgan Chase and GE; Ruth Rensink, AD for Best Buy, Medtronic, SuperValu. No knowledge of CIDB
  • Input gathered from Ginelle Osworth, AD for USDA by Elliott; Roger Homan, AD for CANADIAN IMPERIAL BANK OF COMMERCE by Regan; Tammy Hope AD for JP Morgan Chase and GE; Ruth Rensink, AD for Best Buy, Medtronic, SuperValu. No knowledge of CIDB EITM collateral not meaty enough. Sales currently creating their own x-brand collateral. Example is piece created by Chris Cox for US Treasury.
  • Input from Tom Hayes, VP Product Marketing; Roger Pilc, SVP & GM
  • 25% of the top 120 accounts are Prospects 36% of the top 386 accounts are Prospects There is only a 60% correlation between an account’s four year actual NCV and the NCV quota. For example, 150 accounts contributed 50% of actual NCV over a four year period, but there are 386 accounts quotas contributing to 50% of FY09 NCV.
  • Examples of PR with account – article in Smart Enterprise magazine, success story, industry conference speaking, CA event speaking, etc.
  • Transcript

    • 1. Account Based Marketing Proposal December 2008
    • 2. Agenda
      • Definition
      • Opportunity
      • Methodology
      • Input
      • Analysis
      • Innovations
      • Recommendations
      • Special Considerations & Dependencies
      December 2008 Account Based Marketing Proposal
    • 3. Definition
      • Account-Based Marketing is a strategic approach that helps companies bring greater business value to their most important accounts. By treating each account as a market of one, companies broaden and strengthen their account relationships, increase awareness and demand for their services and solutions and gain superior financial results.
      • We are doing ABM selectively across North America today; our goal is to provide a framework for consistent execution and measurement that is scalable to a larger number of accounts.
      December 2008 Account Based Marketing Proposal
    • 4. ABM Value Add Process
      • Ensure we have contact information for key players at the account
      • Ensure we gather feedback from key players to help understand account pain points and business needs
      • Provide perspective based on understanding of pain points and needs of similar accounts
      • Develop an account specific marketing plan to help position CA as a trusted advisor and show how CA can help address their business needs
      • Provide resources that can be used via various tactics
      December 2008 Account Based Marketing Proposal
    • 5. Opportunity
      • Build awareness / relationship
      • Create / identify opportunities
      • Win deals / accelerate revenue stream
      • Increase sales productivity / effectiveness
      • Increase Marketing ROI
      December 2008 Account Based Marketing Proposal
    • 6. Methodology
      • Brainstorm with team members
      • Outline ABM framework
      • Gather competitive information
      • Gather BU and Sales input
      • Conduct analyses
      • Develop proposal
      • Develop implementation plan
      December 2008 Account Based Marketing Proposal
    • 7. ABM Competitors - HP
      • Started ABM initiative years ago
      • ABM Goal – facilitate consultative vs. transactional sales
      • Piloted with a few accounts of top 100
      • Developed assessment template
      • Mktg conducted workshops with Sales to train them on how accounts were using their solutions
      • Mktg translated account’s business strategy to how HP could make more successful
      • Mktg created messages in context of account’s specific situation
      December 2008 Account Based Marketing Proposal
    • 8. ABM Competitors - IBM
      • Defined ABM budget for largest accounts
        • Charity event sponsorships / table where they mingle with account execs
        • Hospitality (sporting events)
        • Account-specific marketing literature and events
        • Hire industry expert with great understanding of account’s business – someone who would be able to get to the c-levels and board members (suggested we look at Accenture – they are a master at ABM and see how they study and go after an account with a full team of people)
      December 2008 Account Based Marketing Proposal
    • 9. Sales Input - Management
      • Support ABM which aligns to “High Touch” sales / support model
      • Need to standardize and optimize the ABM process
      • ABM goals
        • Build awareness / relationship
        • Create / identify opportunities
        • Win deals
      • 20 Enterprise Accounts / Area is reasonable
      • Marketing should be subset of Sales acct planning
      • “ Go Big to Win Big!”
      December 2008 Account Based Marketing Proposal
    • 10. Sales Input - ADs
      • Sales situation
        • Poor awareness of marketing capabilities / tools?
      • Goals
        • Create more awareness with account and SIs
        • Build account relationships
        • Create opportunities for account key programs based on their Pain and Budget
        • Most effective for developing growth accounts
      December 2008 Account Based Marketing Proposal
    • 11. Sales Input - ADs
      • Needs
        • CA siloed, with point solutions – need thought leadership and discuss overall integration message
        • EITM is a good story, but should be built upon with more meaty X-brand messaging / collateral
        • Promote CA strategy, commitment and investments
        • More customer references
        • Expertise focus in vertical space
        • High level architect (about 6 levels above TSO) talk entire integration roadmap – not just for that BU
        • Discretionary budget for quality hospitality as needed
        • Third party intellectual capital (e.g. expert speakers)
      December 2008 Account Based Marketing Proposal
    • 12. BU Input
      • Concern about neglecting other accounts
        • Awareness
        • Inquiries
      • What is the ROI from ABM accounts vs. overall ROI?
      • Won’t be developing vertical specific messaging
      December 2008 Account Based Marketing Proposal
    • 13. Analyses
    • 14. FY09 Enterprise Account NCV Quota December 2008 Account Based Marketing Proposal
    • 15. FY09 Enterprise Account NCV Quota (MM) December 2008 Account Based Marketing Proposal Source: CA Master Data Management Page based on Title Only from Slide Layout palette. Design is cacorp 2006.
    • 16. Sales Coverage
      • 128 ADs - 586 Enterprise Accounts
      • 170 AMs – 1,758 Enterprise Accounts
      December 2008 Account Based Marketing Proposal
    • 17. Case Study: State Street December 2008 Account Based Marketing Proposal Initial Outreach Establish CA’s Relevance Executive Sponsors Women’s RT Speaking Opps Northern Innovations CA Days Case Study & Video Internal PR CW Honors Award Premier 100 Award Smart Enterprise keynote Smart Enterprise Article Award Celebration Long Term Relationship Building Limited Deeper & Broader 71 Executive Interactions $5.8 Million in pipeline moved/touched $4 Million in pipeline created Strong relationship Compelling events: New CIO Large ELA renewal Identify & assess contacts Baseline Assessment Results & Relationship Status Relationship Spectrum
    • 18. December 2008 Account Based Marketing Proposal
    • 19. Innovations
      • Research account organization, contacts, business drivers, needs and awareness / perception of CA
      • Active participation in Account Planning process with Sales
        • Provide perspective of pains / needs across multiple accounts
        • Recommend appropriate marketing strategy / tactics
      • Provide resources that can be used via various tactics
      December 2008 Account Based Marketing Proposal
    • 20. Recommendation
    • 21. ABM Framework
      • Conduct pilot project
      • Educate Sales / Marketing on ABM (aka “High Touch” Marketing) process
      • Account selection
        • 20/Area (Tier 1 accounts)
        • Proposed criteria (to be determined by each Account Team)
          • Geography (smaller markets where mass marketing is impractical
          • Must-win accounts (strong brand names, etc.)
          • Growth accounts
          • Accounts with large potential lifetime customer value
      • Account planning
      December 2008 Account Based Marketing Proposal
    • 22. ABM Framework
      • Tactics
        • Appropriate to segment / buyers journey stage
        • Ongoing communications
        • 3D mailing / door opener
        • CA Championship
        • Executive roundtables
        • Workshops
        • Seminars
        • Deep-dive webcasts
        • Success lounges
        • Executive relationship building
      December 2008 Account Based Marketing Proposal
    • 23. NCV Proportionate Marketing Promo Spend December 2008 Account Based Marketing Proposal # of Enterprise Accts NCV Quota Promo Spend/Acct for ABM Accts Promo Spend/Acct for Other Accts 20 (0.8%) $83M (9%) $73,697 (9%) $5,629 (91%) 120 (4.5%) $252M (28%) $37,379 (28%) $4,662 (72%) 381 (14%) $456M (50%) $21,287 (50%) $3,603 (50%) 1,245 (47%) $733M (80%) $9,527 (80%) $2,317 (20%) 2,654 (100%) $912M (100)% $6,142 (100%) $6,142 (100%)
    • 24. Estimated Average Marketing Cost / Acct for an ABM program December 2008 Account Based Marketing Proposal Tactic Qty Cost 3D mailing / door opener 50
        • $2,000
      Executive roundtables / dinner 2
        • $8,000
      Workshops 4
        • $12,000
      Seminars (across several accounts) 2
        • $4,000
      Success lounges 2
        • $8,000
      Assessments Executive relationship building 2
        • $20,000
      Total
        • $54,000
    • 25. Scope & Measurement
      • 5 Enterprise Accounts / Regional Market Director for the fiscal year
      • Proposed measurement criteria (based on account team goals)
        • # of meetings held with new contacts
        • # of C-level executives engaged
        • PR with account
        • Increase in awareness
        • Improvement in perception of CA
        • Increase in accounts that can be references
        • Pipeline
        • NCV
      December 2008 Account Based Marketing Proposal
    • 26. Special Considerations
      • BU concern about marketing spend distribution
      • Sales understanding and acceptance of formal ABM process
      December 2008 Account Based Marketing Proposal
    • 27. Dependencies
      • Need lifetime value projections for top enterprise accounts
      • Integration of findings and programs from Build Pipe and Move Pipe teams
      • Allocation of a percentage of marketing budget to key accounts for ABM
      December 2008 Account Based Marketing Proposal
    • 28. Next Steps
      • Gather additional input from ADs
      • Develop ABM implementation plan
        • Process
        • Measurement
        • Account selection criteria
        • Pilot program
        • Sales training/education
        • Account marketing planning
      December 2008 Account Based Marketing Proposal