ABM in the Enterprise: What a CMO Needs to Know Rosewood - December 7, 2017 Download Engagio's Clear and Complete Guide to Account Based Marketing at Engagio.com/guide Learn more about Engagio at Engagio.com Twitter.com/Engagio Linkedin.com/Company/Engagio Facebook.com/Engagio

1. ABM in the Enterprise:
What a CMO Needs To Know
7th December 2017
Rosewood Sand Hill, Menlo Park, CA

2. • ABM Objectives
• AccountTiers
• Account Entitlements
• ABM Project Plan
• Measurement
• Sales & Marketing Alignment
• Teams
• Technology Enablers
SuggestedTopics
2

3. Customer Journeys at Every Stage
Create
Pipeline
MQA
Aware
No
Engagement
Opp
Customer Renewal
Accelerate
Pipeline
Expand
Relationships
3

4. 5-50 accounts (“tens”)
Engagio: up to 2 per AE
$250K – $1B+
5-50 accounts (“tens”)
Engagio: 5 per AE
$100K – 250K
50-1,000 accounts (“hundreds”)
Engagio: 93 per AE
$50K – $100K
Style 1a
Lighthouse
1,000+ accounts (“thousands”)
Engagio: About 4,000
$25K - $50K
Style 1b
Strategic
Style 3
Programmatic
Style 2
Scale
4

5. Program Entitlements for Target Accounts
Type of Program Account Tiers
Tier 1 Tier 2 Tier 3
Direct Mail High value Postcard – lower value Postcard lower value
Field Events Lunch and learn + dinners + onsites Lunch and learn Lunch and learn
Tradeshows Special dinner
Personalized Plays Yes Yes Yes
Database Sends In some cases OK Yes Yes
Digital Yes + tailored content Yes + industry Yes – ok broad or segment
Content Syndication Yes – verticals and key companies Yes – verticals Yes - verticals
Sales outreach Yes (calling campaigns, drive
attendance)
Yes (calling campaigns, drive
attendance)
No
Appt Setting Yes Yes No
Contact Discovery Yes Yes No
Account Analytics Yes Yes Yes
Customer content
Custom streams
Yes Yes
5

6. December 2017
Goal: Develop initial framework – strategy,
agreement with all revenue teams.
Shared incentives.
Technology support – CRM, etc.
Process for information sharing with Sales.
January 2018
Goal: Have program mix
identified. Launch initial campaigns
for Tier One accounts.
Take baseline measurements.
Have content ready. February 2018
Goal: Measure early stage
indicators (engagement). Look at
what is working or not. Decide on
additional programs to add to mix,
adjust budget if needed.
March 2018- May 2018
Goal: Measure early and mid-stage
indicators.
Figure out what needs adjustment.
Remember:
• ABM is a long, multi-
year journey
• A roadmap helps
communicate to all
parties and sets
appropriate
expectations
• Helps guide
resource planning,
budget allocation,
etc.
ABM Project Plan
6

7. • Focus on quality not quantity
• Track accounts not leads (MQAs not MQLs)
• Time spent (engagement minutes)
• Track impact and influence more than try to apportion ‘credit’ (team
effort)
Measurement
2002 2017
Source: Sirius Decisions
7

8. Key Metrics
Do you have
sufficient data,
contacts, and
account plans
for each target
account?
Are the target
accounts
aware of your
company?
Are the right
people at the
account
spending time
with your
company? Is that
engagement
going up over
time?
Are marketing
programs
reaching
target
accounts?
Are ABM
activities
improving key
sales
outcomes?
COVERAGE AWARENESS ENGAGEMENT REACH IMPACT
8

9. Marketing is a player that passes a
MQL or account related activity to
Sales and then involvement is
limited.
Marketing is the coach. Customer facing teams
work together in a coordinated and ongoing
way for success in an account. Key for ABM.
Old:The Hand-Off New: Marketing Orchestration
Sales & Marketing Partnership
9

10. TheTeam
Role Sample Responsibilities
ABM Leads
(marketing/sales)
• Spearheads the initiative
• Develops playbooks and tech infrastructure for successful initiative
• Tracks the metrics and communicates the program’s successes
Field
Marketer/Marketing
Manager
• Works with the ABM marketers to execute plays at the local level
Marketing + (Sales
Development Reps)
• Helps research the account and build contacts
• Reaches out to the account to build relationships
• Crafts account-specific emails and messages
• Nurtures relationships over time
• Supports the Account Executive as needed
Strategic Account
Manager (AE)
• Drives the plan forward with the team and at the account
• Helps shape the ABE strategy and each account plan
Executive Sponsors
• Deal / customer support to drive engagement
10

11. • You don’t need technology
for everything
• Understand what you can’t
do today
• Consider what is must have
vs. nice to have
• Technology is not a cure-all
… it’s an enabler for better
execution, process, insights,
etc.
Technology
11