Imagine a person boarding a plane without a clear, final destination in mind. The scenario is an obviously misguided venture. Yet, all too frequently, marketers engage in similar behaviors whether they are adding a new XaaS to their tech stacks or scouring existing, random data sets hoping to find insights. Embarking on initiatives without defining goals and brokering organizational alignment on measurement, marketers risk being unable to clearly demonstrate impact. In this webinar, we will examine the often-overlooked step of goal and metrics setting related to account-based marketing. Example takeaways include how to: • Gain critical alignment on goals with leadership and sales. • Determine what should be measured versus what can be measured. • Prove marketing’s value within the organization to win greater influence. (Disclaimer: The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.)

1. ABM:
It is about the
destination, not
the journey
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

2. Upcoming Depositspn
Aaron Smith
www.linkedin.com/in/aaronjoelsmith
Director of Marketing
Spencer Stuart
The opinions and positions expressed are mine and don’t
necessarily reflect those of Spencer Stuart.

3. I’m grateful that you’re here!
From today’s abstract,
“Imagine a person
boarding a plane
without a clear, final
destination in mind.”
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

4. There are many
approaches to and
frameworks for goal setting,
MROI, etc. So, why are we
talking about them today?
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

5. ABM: Reach only your clients vs. all clients
 
Low High
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

6. POLL
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

7. Ideas and
insights for
today’s discussion
Gain critical alignment on goals with
leadership and sales.
Determine what should be measured
versus what can be measured.
Demonstrate marketing’s value within the
organization to win greater influence.
1
2
3
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

8. Gain critical alignment
on goals with leadership
and sales.
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

9. STAR goals
Strategic
Ensure what you’re
working to achieve is
not tactical in nature.
How will you add to
the value chain?
Timely
Relate what you want
to accomplish to
leadership’s business
goals. If your goal isn’t
related, perhaps it
shouldn’t be a goal.
Aligned
Secure agreement with
sales to increase the
chances of success. Are
the sales team’s goals
and yours
complementary?
Reach (a.k.a. stretch)
Doing what’s easily
attainable may produce
intended results. Could
thinking bigger drive
greater impact?
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

10. How will you deliver value for clients
and the organization?
What are opportunities, challenges,
and others (i.e., SWOT, etc.)?
How will you identify impact of your
strategy, opportunities for pivots, etc.?
A whitepaper does not a good
strategy make.
Strategic
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

11. Not sure? Don’t guess – ask!
How will you prioritize and win support
for your decisions?
Review, revise (if appropriate) and repeat.
Avoid the mistakes of myopia.
Timely
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

12. How will you help your colleagues think
about the holistic client journey?
Communication is critical for change
management and understanding.
What is the feedback mechanism to
identify areas for improvement, etc.?
The cliché we need to talk about –
organizational silos.
Aligned
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

13. Will thinking beyond the boundaries help
spur innovation and results?
How does your organization feel
about “failure?”
Based on outcomes, will you be able to
incorporate learnings and scale?
How might you generate excitement for
what you’re working to achieve?
Reach thoughtfully
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

14. EXAMPLE: Based on
discovered needs of ACME, we
will market our C-suite toolkit to
increase opportunities at the
client by 50% to help grow the
firm’s market share within the
industry.The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

15. Determine what should
be measured versus
what can be measured.
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

16. What can and what should you track?
Technology is an enabler but unlikely to
provide interesting data on its own.
Remember your goals. What are you
hoping to achieve? Work backward.
What information are you able to share
that’s actionable?
What is important for tracking progress?
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

17. Example: Metrics based on our goal
Holistic views
Engagement
Volume, types and patterns
Leads and
lead score
Changes, drivers, etc.
Contact level
Client level
87%
42%
Intel from
sales
Insights from client dialog
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.
Pipeline
Values by client, solution, etc.

18. Example: Sharing actionable information
Hi Salesperson,
We tracked some interesting activity from ACME in the last week:
 Total of 54 website sessions on our C-suite Toolkit pages (120% increase)
 16 leads for our C-suite Toolkit campaign (66% increase). The following leads are
connected to someone at our firm according to LinkedIn:
• Abigail Johnson, CTO – Abigail is connected to Theresa.
• Paul Jones, SVP – Paul is connected to Ryan.
According to our CRM data, the following contacts recently had conversations with
our sales colleagues related to the C-suite Toolkit :
1. John Doe, EVP – John is connected to Sally.
2. Jane Smith, CIO – Jane is connected to Bill.
We are seeing a corollary 20% increase in pipeline of C-suite Toolkit opportunities and
recommend the following:
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

19. Demonstrate marketing’s
value within the
organization to win
greater influence.
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

20. POLL
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

21. What impact do you have the ability to
measure? Does it matter for the firm?
Have you benchmarked performance of
your current marketing strategies?
How will you get buy-in and who will
help champion this for you?
Have you communicated the impact?
If you have, do it again!
Measure impact to show value for the firm
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

22. Example: Quantify marketing’s value, not sales’
1.3x
1x
2.2x
Average pipeline for all
prospects and clients
Average pipeline for focus
clients targeted in
marketing programs
Average pipeline for focus
clients, targeted in marketing
campaigns, with contacts that
showed interest and required
sales follow-up
0%
20%
40%
60%
80%
100%
Metric 1 Metric 2 Metric 3
Pipeline from marketing impact
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

23. So what?
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

24. Review of what we discussed
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.
Upcoming Deposits
Define STAR
goals
Align on desired
outcomes with
leadership and sales.
1
Demonstrate
value
Determine what
marketing delivered and
communicate it!
3
Identify
metrics
What should be
measured, do it often,
learn and improve.
2

25. A template for putting it all together
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.
Upcoming Deposits
STAR goal: Define the goal in words after you’ve completed the first four rows (strategic, timely, aligned and reach) of the table below.
Strategic How does the goal:
• Deliver value for clients and add to the
value chain?
• Deliver value for the firm?
Stakeholders/resources
• Who else might provide input or insights?
• What else might you need?
Metric 1 (add more as needed)
• What will you measure?
• How often will you measure?
• How will you share progress, changes, etc.?
Timely Is the goal:
• In support of leadership’s initiatives?
• Prioritized appropriately?
• Supported by the right people?
Stakeholders/resources
• Who else might provide input or insights?
• What else might you need?
Metric 1 (add more as needed)
• What will you measure?
• How often will you measure?
• How will you share progress, changes, etc.?
Aligned Does the goal:
• Align with/complement the sales team’s
objectives?
• Account for the holistic client experience?
Stakeholders/resources
• Who else might provide input or insights?
• What else might you need?
Metric 1 (add more as needed)
• What will you measure?
• How often will you measure?
• How will you share progress, changes, etc.?
Reach What does the goal do to:
• Inspire innovative thinking?
• Account for testing and learning?
Stakeholders/resources
• Who else might provide input or insights?
• What else might you need?
Metric 1 (add more as needed)
• What will you measure?
• How often will you measure?
• How will you share progress, changes, etc.?
Demonstrate value
• Identify progress toward goal attainment and impact on the firm.
• Define communication plans for showing impact (i.e., audience, vehicle, frequency, champions/sponsors, etc.)

26. Feedback/thoughts?
The opinions and positions expressed are mine and don’t necessarily reflect those of Spencer Stuart.

27. Thank you!
Aaron Smith
www.linkedin.com/in/aaronjoelsmith
Director of Marketing
Spencer Stuart
The opinions and positions expressed are mine and don’t
necessarily reflect those of Spencer Stuart.