Downloaded 113 times
Uploaded byG3 Communications
How Best-In-Class B2B Organizations Operationalize ABM
This document discusses account-based marketing (ABM) trends and best practices. It defines ABM as a strategic approach that aligns an organization around defined customer accounts to deliver relevant and valuable engagements. The document outlines different types of ABM models (named account, large account, industry ABM) and provides examples of how companies like Molex and Demandbase implement ABM strategies through account prioritization, customized engagement, and measurement of impact on key metrics. It emphasizes that ABM requires a systematic process built on organizational alignment, insights, and interdepartmental communication.
More Related Content
Similar to How Best-In-Class B2B Organizations Operationalize ABM
More from G3 Communications
How Best-In-Class B2B Organizations Operationalize ABM
- 1. #B2BMX Account-Based Marketing: Trends andBest Practices Matt Senatore @MattSenatore @siriusdecisions
- 2. Account-Based Marketing: Trends and BestPractices Matt Senatore Service Director – Account-Based Marketing @MattSenatore
- 3. 3 © 2017SiriusDecisions. All Rights Reserved@MattSenatore@MattSenatore
- 4. 4 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Source: SiriusDecisions State of ABM Report 2016 @MattSenatore
- 5. 5 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Source: SiriusDecisions State of ABM Report 2016 @MattSenatore
- 6. 6 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Source: SiriusDecisions State of ABM Report 2016 @MattSenatore
- 7. 7 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Source: SiriusDecisions State of ABM Report 2016 @MattSenatore
- 8. Account-Based Marketing: KeyTypes Not just a one-size-fits-all approach
- 9. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 9 What Is Account-Based Marketing (ABM)? ABM is not a tactic or a one-off initiative – it’s a discipline that results in tighter organizational alignment. strategic approach defined accounts relevant valuable
- 10. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 10 Account-Based Marketing or Marketing to Accounts? As interest in ABM grows, so does the range of ABM definitions; organizations must choose the best approach to deliver on their growth goals. Marketing to Accounts: • Target accounts based on firmagraphics and what sales wants • Contacts in accounts get tactics and offers focused on what you want to tell or sell • Accounts scored like leads based on fit and activity • Success based on delivering new account leads to sales or partners Level of customization based on account insights Account-Based Marketing: • Insight-based account selection, prioritization • Account plans linked to buying center/contact and specific goals • Tactics chosen based on account insights, preferences and needs • Success based on account influence, growth, relationship status, sales/partner productivity Low High
- 11. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 11 ABM leaders apply different models to win and grow accounts, and are usually aligned to sales’ go-to-market strategy and opportunity within the tier. Defining ABM: Three Different Types of Deployment Named Account ABMLarge Account ABM Industry ABM A very small number of large existing or targeted accounts A moderate or larger number of new or existing accounts in the same vertical or other specific segment A moderate or larger number of defined existing or targeted accounts Account-Based Models
- 12. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 12 Marketing, sales and other business leaders must work together to determine which ABM type(s) they might want – and are ready – to pursue. ABM Types: Key Considerations General/Broad-Based Model • Largest accounts • Dedicated ABM practitioner • Supports global/major account team specific account plans Significant Moderate/ significant Mass Account level Account/ program level Program level Who/What Measurement Named Account/Industry Model Large/ Strategic Account Model None Program level Customization • Moderate number of accounts • Focus on cross/upsell, win or retention • Similar account goals drive marketing to support sales execs • Large number of accounts • Marketing matches GTM strategy • Commonalities identified across accounts • “ABM at scale” • All non-ABM accounts • Marketing activity matches what organization wants to promote • One size fits all
- 13. 13 © 2017SiriusDecisions. All Rights Reserved@MattSenatore The SiriusDecisions Demand Spectrum Large Account ABM Strong joint account level engagement and deep account insight Named / Industry Account ABM Good degree of joint engagement. Strong understanding of segment and individual accounts Advanced Customization Limited Customization Coordinated Customization Focused Customization DEGREE OF ACCOUNT INSIGHT DEGREEOFSALESAND MARKETINGJOINTACCOUNT LEVELENGAGEMENT Defined Demand Minimal joint marketing and sales planning. Little account insight. Focused Demand Aligned functions with some marketing involvement in sales planning and execution. Growing knowledge of segment and individual accounts
- 14. 14 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Commitment to ABM: Five Key Building Blocks Differentiated Treatment Customers or accounts are not equal and will not get “one size fits all” treatment Account Insights Identify and collect key insights within the accounts and contacts that will allow us to “do ABM” Content Development Not just about leads; metric classes and leading indicators demonstrate path to success Interlock Differentiated Measurement Willingness to take a different approach to content development (sales and marketing/ABM influenced) Requires a cross- functional, collaborative approach with communication excellence
- 15. ABM: A DisciplinedApproach Ensuring success through a solid foundation
- 16. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 16 The SiriusDecisions Account-Based Marketing Framework For large and industry/segment ABM, best-in-class organizations apply a systematic process built on a solid foundation. Organization, Roles and Responsibilities, and Skills and Training Technology Infrastructure Interlock/Communication Insights Education Scoping Resourcing Assessment Opportunity Identification Scoring Selection Prioritization Goals Messaging Support Inventory Tactic Selection Plan Delivery Pilot Expansion Full Rollout Participation Optimization Audiences Format/Timing Metric Selection Maturity Selection Maturity Audit Benchmarking Preparation Prioritization Planning Execution Measurement SiriusDecisions Account-Based Marketing Process Framework
- 17. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 17 SiriusDecisions ABM Process Framework Variations While the process and foundational elements are the same, strategic and executional nuances will exist for different ABM types. Large Account Named Account Industry/Segment Example: Execution at the one-to-one level Example: Predictive technology for account prioritization Example: Deep industry marketing expertise
- 18. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 18 The SiriusDecisions Account-Based Marketing Framework For large and industry/segment ABM, best-in-class organizations apply a systematic process built on a solid foundation. Organization, Roles and Responsibilities, and Skills and Training Technology Infrastructure Interlock/Communication Insights Education Scoping Resourcing Assessment Opportunity Identification Scoring Selection Prioritization Goals Messaging Support Inventory Tactic Selection Plan Delivery Pilot Expansion Full Rollout Participation Optimization Audiences Format/Timing Metric Selection Maturity Selection Maturity Audit Benchmarking Preparation Prioritization Planning Execution Measurement SiriusDecisions Account-Based Marketing Process Framework
- 19. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 19 Prioritization: Scoring Not all accounts are created equal; using a data-driven approach can ensure that marketing and sales prioritize accounts with the biggest potential payoff. Opportunity Index Cooperation Index Achievability Index Is it worth it? Can we get it? Is success likely? Can we work together? ABM Account Selection
- 20. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 20 Client Example: Molex By leveraging the account selection tool, Molex was able to prioritize accounts and focus on specific industry needs. Industry ABM: PreparationABM Factors 1 = Very False 5 = Very True Account 1 Account 2 Account 3 Account 4 OpportunityIndex This is a large, global account. Score 1-5 1 5 1 5 Distinct buying centers exist for this account. Score 1-5 1 5 2 5 Unified approach would drive value. May currently be disjointed. Score 1-5 1 5 3 2 This account spends a lot of money in your category (but not necessarily with you). Score 1-5 1 5 3 2 This account spends a lot in the category and spends it with you. Score 1-5 1 5 4 2 Factors exist that could drive relatively quicker purchase/priority (e.g. economic conditions, regulations). Score 1-5 1 5 5 1 We are aware of active pipeline opportunities within the account Score 1-5 1 5 5 1 Total Opportunity Index Score Sum 7 35 23 18 Acc A Acc B Acc D Acc C Acc F Acc E Acc G Acc H Acc I Acc J Acc K • Output of account selection presents visual overview of potential accounts • Three-index view allows sales and marketing to easily rank accounts Industry Account Selection
- 21. SiriusPerspective: 21 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Client Example: Demandbase Demandbase refined total addressable market by using predictive in conjunction with working sessions with stakeholders to prioritize the target ABM list.
- 22. SiriusPerspective: 22 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Executed Relevantly, Driving Better Conversion and CV With alignment on accounts, and strategy, they built customized omnichannel engagement to drive upsell and net-new target account acquisition. Identify the companies most likely to buy and then market to them Engage relevantly via IP targeting, retargeting and web personalization Measure close rates, contract value and velocity for ABM vs. Non ABM accounts
- 23. ABM Measurement Success comesfrom more than simply looking at results
- 24. SiriusPerspective: © 2017 SiriusDecisions.All Rights Reserved@MattSenatore 24 How B-to-b Measurement Is Changing B-to b marketing is hyper-focused on measuring opportunities, butas objectives expand, the measurement lens must expand to an account focus. Focus On InfluenceOpportunities Accounts
- 25. SiriusPerspective: 25 © 2017SiriusDecisions. All Rights Reserved@MattSenatore The Aligned Measurement Framework for ABM Leverage the SiriusDecisions Aligned Measurement Framework to demonstrate short-, mid- and long-term metrics. Counts of actions takenActivity Direct results of actionsOutput Effects on business goalsImpact Preparedness to performReadiness Class Examples of Measures Description • Executive briefings conducted • Calls made • No. of ABM webinars run • C-level engagement/participation • Inquiries/demos • Proposals • Revenue/growth/profit • Deal size (vs. non-ABM) • NPS/loyalty/satisfaction • Customer profiles identified • Customer lifecycle stages mapped • Support available for each stage AccountLevel GroupedAccount/ProgramLevel Short-termMid-termLong-term
- 26. 26 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Evolution of ABM Measurement % of companies using metric to track ABM Class Top 10 ABM Metrics 2016 2015 Feedback on ABM from internal stakeholders 76% 34% Number of closed deals touched by marketing 66% 61% Number of leads touched by marketing 61% 42% Participation in marketing activities from ABM accounts 61% 25% Number of new contacts identified for ABM accounts 58% 33% Response rates to marketing outreach from ABM accounts 57% 48% Number of leads identified by marketing in ABM accounts 55% (no change) Online activity from ABM accounts 53% 39% Events held for account-based efforts 53% (no 2015 data) Content developed for account-based efforts 53% (no 2015 data)
- 27. 27 © 2017SiriusDecisions. All Rights Reserved@MattSenatore A Quick Story: National Instruments
- 28. 28 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Client Example: National Instruments 1 Acct.A Acct.B Acct.C Acct.D Acct.E Acct.F Acct.G Acct.H Acct.I Acct.J 1 Acct.A Acct.B Acct.C Acct.D Acct.E Acct.F Acct.G Acct.H Acct.I Acct.J 1Acct.B Acct.E Acct.H Source: National Instruments SFDC; Data for partial Q4; Large Strategic account names sanitized ABM Opportunity Pipeline Definitions: “Qualify” Opportunity determined “Advance” = Working the opportunity “Other” = in process of closing (expected this quarter… (Won is lower right; lost is a separate report)
- 29. 29 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Selected results from SD clients ImpactOutputActivityReadiness
- 30. Final Thoughts So, shouldyou jump off the bridge?
- 31. 31 © 2017SiriusDecisions. All Rights Reserved@MattSenatore Thank You! Matt Senatore Service Director – Account-Based Marketing @MattSenatore Matt.Senatore@siriusdecisions.com www.siriusdecisions.com 203.665.4000
- 32. 32 © 2017SiriusDecisions. All Rights Reserved@MattSenatore With over 75 sessions to choose from and 3,000+ of your peers in attendance, 2017 #SDSummit is not to be missed. Register today to receive our lowest rate!
- 33.
Editor's Notes
- #5 % of respondents that said ABM is “extremely” or “very” important to their overall marketing initiatives
- #6 Companies investing 11-30% of marketing budget on ABM, up from 19% in 2015
- #7 For those that did have staff, media number of FTEs on ABM is 2.
- #8 Percentage of organizations that indicate they will increase or significantly increase their ABM budgets over the next 12 months.
- #11 PRESENTER NOTE Talk track for each model to include: Who the model is designed for When the model is used How the model is used What to expect when implementing the model (tips and tricks or cautionary tales) Where we have seen especially strong implementation of the model
- #12 AT Sirius decisions, we’ve seeing a few different ways that our clients are executing ABM, and we work with clients on all of them. So, let me describe each one: Large account model – very small number of accounts (10 or 15 accounts). Think 1:1 marketing. Very resource-intensive and very personalized. When I was leading HP’s ABM program, we had a team of five people, each with about 4 accounts. So, we touched about 20 accounts – and that was quite a lot for that model. Named account model – dozens, hundreds or even thousands of accounts. Typically in a territory. 1:few: mass customized, scale becomes very important Industry/segment – similar to named account model – but with the added requirement that you have domain/industry expertise to have relevant, specific messages. Customer lifecycle marketing – here, you are focused on the post-sales experience: getting customers adopted and onboarded and engaged. You want to create stickiness with your customers that hopefully leads to advocacy, retention and growth So, those are the four ABM types…and the focus of our conversation today will be the first three.
- #13 Cliff’s notes to the maturity model.
- #20 PRESENTER NOTE Talk track for each model to include: Who the model is designed for When the model is used How the model is used What to expect when implementing the model (tips and tricks or cautionary tales) Where we have seen especially strong implementation of the model
- #21 Commitment of sales and marketing leadership to eliminate the US versus THEM mentality Join alignment on ZERO DEFECT quality standards
- #22 Demandbase TAM had more than 3,000 accounts initially and they knew they didn’t have the resource to effectively go after that many. So they developed an ABM strategy, working closely with sales and leadership to: identify the target accounts (ended up being ~1,000), determine relevant engagement based on different account goals (new target acquisition, existing customer upsell, etc.), and create different sets of playbooks to drive relevance and customization, that they would ultimately measure to see how these ABM accounts would perform vs. non-treated accounts.
- #23 Demandbase worked with predictive analytics vendor (Lattice Engines) to take a data-science approach to determine the highest value companies to target (using company fit, firmographic and intent data, among others) to get to 1,000 accounts. What’s important to note is that the level of involvement between marketing, sales and the vendor was critical here. All too often we hear challenges with the final list if sales isn’t part of the model building process (think lead scoring 10 years ago). For different segments, they had different engagement goals and corresponding approaches. One scenario focused on upselling Analytics module. Another scenario was focused on net-new acquisition for their form-fill append solution as well as the display advertising platform, for example. For each approach, a series of personalized messages were executed via display advertising, retargeting and email nurture for example, and custom dynamic web content was displayed based on company that was coming to the website. They’ve had some impressive results. For those Enterprise companies that were part of the ABM program, they’ve had almost 400% lift in close rates and higher average contract value vs. other Enterprise deals where they haven't’ applied an ABM approach. For mid-market accounts, they’ve had equally successful rates with a higher close rate and ACV. Note, that the funnel velocity wasn’t necessary faster (in their case) with their ABM mid-market clients. Demandbase suggests that other mid-market customers that came inbound were further through their evaluation process vs. those mid-market companies that they reached out to outbound as part of their ABM efforts (some new concept) and therefore had longer velocity times. However, the organization is quite happy with that tradeoff.
- #27 NB
- #28 NB
- #31 With the proper technique, tools and safety mechanisms in place for a safe – it can be quite rewarding and exhilarating jump.