ABM Benchmark Report Webinar Slides 2024

ABM: The best
is yet to come
Make your clients your world © 2024 Momentum ITSMA. All Rights Reserved
The 2024 Account-Based Marketing Benchmark

ABM: The best is yet to come
Marketers must navigate a
complex buying process
B2B buying is getting harder. Marketers are
under pressure, but there are new
opportunities to lead and impact the
business
ABM is a strong path
to client growth
ABM is an established growth strategy
impacting business outcomes (the Three
Rs) and investment in ABM continues to
grow
With some adjustments, ABM
can do so much more
Marketers are leveraging new
tools and improving the
orchestration of capabilities. This is
unleashing new opportunities
SUMMARY
2024 Global State of Account-Based Marketing Benchmark © 2024 Momentum ITSMA. All Rights Reserved 2

OVERVIEW
Our survey sample
Q. Which of the following
best describes your job title?
Job title Primary focus
33%
32%
21%
13%
1%
VP/Senior VP
C-level
Director
Manager
Other
Q. Which of the following best describes
your organization's primary focus?
74%
26%
Business-to-Business (B2B)
Both B2B and B2C
Base: Total (308)
Regions
50%
30%
20%
North America
EMEA
APAC

Jodi Lebow
VP Global Demand Center Hexagon
© 2024 Momentum ITSMA. All Rights Reserved 4
OVERVIEW
Introducing our speakers
Robert Hollier
Partner, Momentum ITSMA
David Cotterill
Global Head of ABM, Conduent

High-value purchases
are getting harder
5
A snapshot from our Client Buying Index study

Strategic buying involves important
and often risky decisions
68%
of buyers that as solutions have
become more complex and costly, the
risk of making a poor decision has
increased
49%
of buyers agree it’s more difficult for
their organization to make purchase
decisions today than it was two years
ago
MARKET DYNAMICS

Providers must
demonstrate
insight and
fresh ideas to
win new clients
11% We wanted to build new relationships
11% We needed better integration capabilities
13% We required additional capabilities/services
45% We were looking for new
and innovative ideas
Other Price; Unsatisfied; Advised to switch by third-party
MARKET DYNAMICS
Q. What is the top reason you decided to purchase
from a new solution provider?

High cost of change Integration issues
Lack of
skills/resources
internally
Contractual
penalties Internal resistance
Lack of technology
availability,
regulatory
concerns, skills, and
timelines
Q. When considering changing providers in the past, how
significant were the following barriers to switching? % top 2
boxes (Significant or Very Significant; they have prevented us
from switching)
Switching providers
is a major challenge
MARKET DYNAMICS
72% 66% 58%
Other
41%
42%

Marketing must navigate new buying
behavior and drive business impact
Marketers must balance immediate
objectives
such as creating and
accelerating revenue…
…With long-term priorities
like improving reputation
and brand differentiation
MARKET DYNAMICS

BUSINESS VALUE OF ABM
Most firms implement multiple ABM types
Types of ABM deployed
38% One Type
31% All Three Types
30% Two Types
61%
use more
than one
type of ABM
In 2017,
35%
used more than
one
type of ABM

Most ABM strategies focus on
protracted buying decisions
2024 Global State of Account-Based Marketing Benchmark © 2024 Momentum ITSMA. All Rights
Reserved 12
27%
73%
0 - 6 months 6 - 24 months
Average length of
sales cycle:
9.5 months

ABM delivers revenue growth, enhances loyalty, and
builds reputation
revenue from
key accounts
Key benefits of ABM:
24%
32%
FY23 FY24
+8% increase
expected revenue from
key accounts
1. Growing business with
existing accounts
2. Enhancing customer retention
and loyalty
3. Enhancing our brand reputation

Organizations continue to invest in ABM strategies
87%
of marketing leaders expect their organization’s
ABM spend to increase
in the next 12 months

15
Organizations are increasing ABM resource allocation
77%
21%
Increase No change
Expected staff
changes in 2024
Average increase:
+9%
2024 Global State of Account-Based Marketing Benchmark © 2024 Momentum ITSMA. All Rights Reserved

What do leaders
do differently?
Comparing organizations that achieve significantly
higher returns on their ABM investment – ‘leaders’ –
versus organizations that report the same or
somewhat lower ROI – ‘laggards’
16

Leaders are more aligned, impactful,
and client-centric
WHAT LEADERS DO DIFFERENTLY
59%
51%
48%
64%
38%
24%
18%
40%
ABM is important in driving overall growth ABM is widely understood and valued
across the organization
ABM informs and enriches all our
marketing activity
Our organization is extremely client-centric
Leaders Laggards

Laggards rely more on relationship owners to win
Leaders:
“Our trustworthiness”
Laggards:
“The quality of the
relationship the account
has with
our sales rep”
What is the top deciding factor when your key accounts are making a purchase?

LEADERS VS. LAGGARDS
Leaders stay engaged throughout
the buying process
Key accounts are becoming
more empowered and self-
service oriented
Key accounts are
demanding greater
attention from our
executive team
Key accounts want more
attention from our SMEs
(subject matter experts)
Key accounts want more
support in building the case
for change
42% of leaders
recognize clients need business
case support
versus 28% of laggards

Leaders are data-driven and can better harness content
personalization
39%
37%
25% 26%
We fully leverage our customer data platform and account intelligence We fully leverage content personalization
Leaders Laggards

47%
Future success requires strong expertise
and a focus on capability development
of leaders say hiring ABM-ers with the right
experience, skills, and talent is a challenge, versus
34% of laggards
LEADERS VS. LAGGARDS

Leaders know strong ecosystem
alignment is critical
60%
of leaders say they’re held back by a lack of
alignment with sales and other
customer-facing functions
40% 39%
of leaders creating a culture of continuous
improvement and innovation is a top
challenge
of leaders say aligning the wider marketing
organization to ABM strategy, priorities, and
processes is a top challenge
LEADERS VS LAGGARDS
Q. To what extent are the following factors holding you back from growing your key accounts
Q. What are the top people and process challenges your organization faces today in your ABM program(s)?

Leveraging technology
As martech competencies improve, marketers are in
better position to activate customer-led growth
strategies 23

Martech competency is improving
LEVERAGING TECH
3.9
3.8
3.8
3.7
3.6
3.6
3.5
3.5
2.3
2.3
3.2
3.1
2.9
3.7
2.6
3.3
3.0
1.9
Customer Data Platform (CDP)
ABM Platform
Account Intelligence / B2B Data
Content Personalization
Customer Relationship Management (CRM)
Predictive Scoring
Marketing Automation System (MAS)
3rd Party Intent
Generative AI
2024 study
2023 study
Mean score out of 5,
with 5 being fully
leveraging the tool’s
capabilities

Technology adoption correlates
to client-centricity…
62%
of organizations with deeper technology expertise
are “extremely” account-centric,
vs 29% of all other organizations
Q. How would you rate the degree of account-centricity in your current marketing?
(Rate on a scale of 1-5 with 5 being “extremely account-centric”
LEVERAGING TECH

LEVERAGING TECH
Marketers are improving their
generative AI literacy
1.9
2023
3.1
2024
Mean rating based on a 5-point scale where 1=Initial
consideration/investigation and 5=Fully leveraging the
tools/capabilities

Generative AI is taking root in 2024
LEVERAGING TECH
22%
32%
38%
7%
0%
Initial consideration/investigation Exploring potential use cases Implementing on a limited scale Expanding usage across multiple
areas
Fully leveraging the
tools/capabilities

Insights and engagement are top use cases
LEVERAGING TECH
1
To generate insights
into
the needs of
our accounts
4
To automate routine
tasks
3
To generate
new ideas
for marketing
activities
2
To engage
clients more
effectively and
improve the
customer
experience
5
To reduce
our spend
on marketing
headcount

What next?
Marketers advance
in tech adoption
Use cases have developed from the
crawling stage to walking. There’s
opportunity to bring together an operating
system of marketing resources and
technology.
Going “all in” on
accounts is possible
Technology advancements like generative
AI, customer data platforms, and account
intelligence make true client-centricity a
more feasible strategy.
Internal barriers are
the last hurdle
External limitations such as understanding
buyers and deepening
personalization/targeting are fading. What
stops organizations from going all in are
internal limitations.
LEVERAGING TECH

Driving success
Priorities for 2025 30

View ABM as a
business-wide
strategy, not a
checkbox exercise
Lead from the top:
CMO advocacy is
crucial
Design your
program around
your growth
strategy
Focus on scalable
capabilities, not
individual acts of
heroism
Aim to influence
pipelines
Reimagine
processes with
generative AI
Think bigger:
KEY TAKEAWAYS
6 steps to getting
more from ABM

Download the full report
Visit: https://www.demandbase.com/resources/report/2024-abm-benchmark/

Thank you

ABM Benchmark Report Webinar Slides 2024

ABM Benchmark Report Webinar Slides 2024

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ABM Benchmark Report Webinar Slides 2024