Post on 24-May-2020
ABM: The Revolution Continues Bob Peterson
Senior Research Director
ZoomInfo Growth Summit
September 13, 2016
© 2015 SiriusDecisions. All Rights Reserved 2
What We’re Going to Cover Today
• ABM Definitions and Foundational Concepts
• Technology Considerations for ABM
• Examples of ABM Excellence
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What Exactly is ABM?
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ABM in 2016: A Few Important Statistics
87%
71%
27%
Companies who said ABM is “extremely” or “very”
important to overall marketing efforts in 2016.
Companies investing between 11% and 30% of marketingbudget in ABM (up from 19% in 2015)
Companies with staff fully or partially
dedicated to ABM (up from 68% in 2015)
© 2015 SiriusDecisions. All Rights Reserved 5
2016 CMO Survey: Primary Organizational Shifts
12.2
12.5
13.2
13.2
14.3
14.3
20.2
Greater decentralization of marketing resources
Create a hub-and-spoke model (centralized centers of excellence)
Expand or enhance an existing demand center model
Greater centralization of marketing resources
Create a new central or regional demand center to drive consistent,repeatable, scalable demand creation
Create or enhance customer marketing (account-based marketing)
Create a customer experience/customer engagement function
Primary Organizational ShiftsRelative Weighting
© 2015 SiriusDecisions. All Rights Reserved 6
2016 CMO Survey: Top 3 Areas For Innovation
0.3
6.2
7.6
10.2
10.4
10.4
11.1
13.0
14.8
16.0
Other (please specify below)
User-generated content
Account-based marketing
Marketing for mobile devices
New business models
Predictive analytics
Use of social channels
Data-driven marketing
New technologies
Customer communities to drive customer engagement
Top 3 Areas For InnovationRelative Weighting
Account-Based MarketingDefinitions and Foundations
SiriusPerspective:
8 © 2016 SiriusDecisions. All Rights Reserved@MariaChien @MattSenatore
#SDSummitAccount-Based Marketing ModelsThere are different models account-based marketing utilizes
aligning to sales go-to-market and customer segments.
Named AccountLarge Account Industry / Segment
Very small number
of large existing or
targeted accounts
Moderate or larger
number of new or
existing accounts in the
same vertical or other
specific segment
Moderate or larger
number of defined
existing or targeted
accounts
Customer Lifecycle
Moderate or larger
number of existing
customers that receive
differentiated outreach
Account-Based Models
Customer Lifecycle
Moderate or larger
number of existing
customers that receive
differentiated outreach
© 2015 SiriusDecisions. All Rights Reserved 99
Commitment to ABM: Five Key Building Blocks
©
Copyright
Identify and
collect key
insights within
the accounts
and contacts
that will
enable us to
“do ABM”
Customer or
target
accounts are
not equal and
will not get
”one size fits
all” treatment
Willingness to
take a
different
approach to
content
development
Requires a
cross-functional
collaborative
approach with
communication
excellence
Not just about
leads; metric
classes and
leading
indicators
demonstrate
path to
success
Account
InsightsDifferentiated
Treatment
Content
Development Interlock
Differentiated
Measurement
© 2014 SiriusDecisions. All Rights Reserved 10
ABM: What’s in it for Sales?
Account-Based Marketing is an accepted best practice based the reality of evolving customer relationships and sales models and is used by an increasing number of companies
These marketing resources help sales to coordinate and align messages from marketing and take advantage of all internal resources in an efficient way
They also ensure that customers do not become confused by competing or overlapping messages from sellers
© Copyright SiriusDecisions.
All Rights Protected and Reserved.
© 2015 SiriusDecisions. All Rights Reserved 11
ABM Helps Customers Across Multiple Strategies
RETAIN ACQUIRE DEVELOP
“Relationship Goals” “Opportunity Goals”
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Select Results and Sales Feedback on ABM’s Impact
•MORE THAN 20% INCREASE IN DEAL SIZE
•$2M IN NEW LOGO WINS
•$75M IN INCREMENTAL MARKETING
SOURCED OR INFLUENCED PIPELINE
•A 30% IMPROVEMENT IN CUSTOMER
HEALTH SCORES
•MORE THAN 200% INCREASE IN
CONTRIBUTION TO SALES PIPELINE
•A MORE THAN 140% INCREASE IN
CUSTOMER ENGAGEMENT
“AS A SALESPERSON, THIS IS EXACTLY WHAT I
WOULD HOPE FOR FROM ABM − ANOTHER AVENUE
TO MEET AND DEVELOP RELATIONSHIPS WITH
PEOPLE AS CUSTOMERS AND PROSPECTS.”
“OUR ABM PRACTITIONER IS AWESOME. SHE IS
THOUGHTFUL AND PROVIDES STRATEGIC IMPACT.
SHE IS LOOKED AT AS PART OF THE TEAM.”
“THE ABM PROGRAM HAS HELPED UNCOVER NEW
OPPORTUNITIES IN MY ACCOUNT.”
“THE ABM TEAM HAS HELPED ME BUILD NEW
RELATIONSHIP AND IDENTIFY NEW CONTACT IN MY
ACCOUNT”
SiriusPerspective: The balance of marketing and sales-sourced demand is dictated by
the go-to-market model and the type of account involved.
13
Understand Sources of Sales Demand for ABM Needs
Large/Strategic Accounts: 1 to 3 per rep
90%+ demand sourced by sales
Named Accounts: 10 to 30+ per rep
75% to 85% sourced by sales
Territory Accounts: More than 50 per rep
~70% sourced by sales
Marketing
doesn’t source
much demand
where there are
strong existing
relationships
Marketing
sources more
demand where
it can help
sales be more
productive
Sales has the
biggest
productivity
challenges in
the largest
territories
© 2015 SiriusDecisions. All Rights Reserved 14
What Changes in an Account-Based Model?
Account Data and
Insights
Forecasting and
Planning
Demand
Management
Account
Management
General, market-based
Sales and marketing share little
Sales creates plans
Marketing is reactive and not scalable
on an account level
Short or mid-term focus
Generic SLAs
Broad demand gen: MQLs
Sales rep owned
Little marketing support
1
4
2
3
Account and contact-specific
Sales and marketing collaborate
on account needs
FROM TO
Shared so that account marketing
plans have proactive, scalable focus
on sales goals
Long-term focus
Account-level SLAs
Focused on specific accts/opps
Sourced and Influenced
Marketing-assisted partnering
Maintains communication with
sales account leads
15
Planning: Marketing and Sales Collaborate on Specifics
Account opportunities
Account objectives
Account strategy
Marketing adds…Sales has…
White space / cross sell / up
sell opportunities down to the
subsidiary level
Prioritization of
accounts/intent data
Programs to support
goal attainment
Account statusContact coverage > where are
we missing relevant contacts
16
ABM: What Sales Can Expect From Marketing
More marketing assistance with account planning process
More marketing-supplied sales enablement to identify, qualify and support opportunity development
More marketing strategies designed to increase velocity of pipeline
© 2014 SiriusDecisions. All Rights Reserved 17
SiriusDecisions ABM Process Framework
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
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The ABM Account Planning Process
Goal SettingAudience
Identification
Insight
Requirements
Resources
Inventory
Engagement
Planning
© 2014 SiriusDecisions. All Rights Reserved 19
Setting Goals: Best Practices
In account planning, when building a “GOAL”, make it SMART
Specific = be descriptive
Measurable = what do you expect to achieve?
Attainable = make it realistic
Relevant = make it appropriate to your business/focus
Time-bound = assign when you need to achieve the goal
© 2014 SiriusDecisions. All Rights Reserved 20
Examples of Goals
“Be the preferred supplier
of company ABC”
“Expand Sales of Product
XYZ”
Op
po
rtu
nity G
oa
lR
ela
tionship
Goal
“Retain Strategic Account X by
engaging senior leadership team over
next 18 months, showcasing value
delivered, resulting in 5 year renewal”
“Upsell 50 more licenses of Product XYZ
to Joe Smith’s Group by Q4, resulting in
$500,000 revenue”
Not
Smart Smart
© 2015 SiriusDecisions. All Rights Reserved 21
Examples of How Marketing Measures Success in ABM
Account Insights
New Contacts
Successful Planning
Sales Utilization
Account/Contact Activity
Early Progress
New Pipeline
Existing Opportunity Progress
Relationship Development
Initial Outcomes
Revenue Growth and Retention
Increased Loyalty and Advocacy
Long-Term Value
Account-Based Marketing (ABM)Technology Considerations
© 2014 SiriusDecisions. All Rights Reserved 23
ABM Technology Categories Grouped by Lifecycle
Social Media
Marketing & Sales
Force Automation
Display Targeting
and RetargetingData
services
Customer
Success
Mgmt.
Progressive Profiling &
Dynamic Display/CMS
Analytics
(Web, reporting,
predictive/advance
d, etc.)
Customer
Reference/
Advocacy
Customer
Intelligence
Management
Buying Cycle Customer Lifecycle
Account Planning
© 2014 SiriusDecisions. All Rights Reserved 24
SiriusPerspective:
Planned Overall ABM Investment – Next 12 MonthsAlmost three out of four b-to-b organizations are increasing budgets
for ABM efforts, some by more than 30%
20%52%
21%$
“About the same”
“Greater than last year”
“SIGNIFICANTLY
greater than last year”
© 2014 SiriusDecisions. All Rights Reserved 25
SiriusPerspective:
ABM Tool, Tech and Service Investment ContinuesOnly a small percentage of B2B companies stated they are not
planning to invest in ABM tech/services over coming year.
No = 8%
Are you planning to invest in tools, technology or services for ABM in the
next 12 months?
Not Sure =
34%
© 2014 SiriusDecisions. All Rights Reserved 26
SiriusPerspective:
ABM Tool, Tech and Service Investment ContinuesOnly a small percentage of B2B companies stated they are not
planning to invest in ABM tech/services over coming year.
Yes =
58% Not Sure =
34%No = 8%
Are you planning to invest in tools, technology or services for ABM in the
next 12 months?
© 2014 SiriusDecisions. All Rights Reserved 27
SiriusPerspective:
Top 5 Technology and Tool Investment Areas for ABMInvestment accelerates in foundational and buying side elements
primarily.
Account-based
Advertising and
Retargeting
68%
Marketing
Automation
Platform
35%
Sales Force
Automation/CRM
31%
Web Analytics
Tools
31%
Web Site
Personalization
31%
© 2014 SiriusDecisions. All Rights Reserved 28
SiriusPerspective:
Top 5 Service Investment Areas for ABMIn addition to tech/tool investment, companies continuing to spend
In ABM services for insights and content.
Custom 3rd Party
Account or Contact
Info.
3rd Party Content
Development
Agency for Content
Development
Predictive
Analytics Services
Non Custom 3rd
Party Account or
Contact Info.
35% 31% 29% 25%35%
Case StudiesAccount-Based Marketing
SiriusPerspective:
© 2014 SiriusDecisions. All Rights Reserved 30
Cross-functional
teams were educated
on the benefits of
ABM, participant
roles, and
expectations in
detailed email
communications and
a dedicated kick-off
call
A detailed
collaboration plan
was established for
marketing and
sales prior to
launch, during
launch and post-
launch
Large-Account Winner: Siemens PLM SoftwareSiemens PLM Software is an award winner for best-in-class marketing
and sales interlock and communication.
Cross-functional
teams dove deep
on building ABM
plans – specific to
the growth goals
within the
targeted account
An ongoing
collaboration plan
was put in place
to respond to
challenges
highlighted in
monthly reports
SiriusPerspective:
© 2014 SiriusDecisions. All Rights Reserved 31
ImpactThe focus on ABM is supported with financial commitment; teams are
trained and accounts plans are completed, leading to funded initiatives.
Q2
‘13
6
143
ABM Plans Completed
89%
Number of Marketing/Sales
ABM “Certified”
Percentage of Teams Securing
Additional FundingSales Alignment
Very positive
feedback from sales
team so far; they are
truly involved and it’s
‘our’ plan rather than
just a ‘marketing’
plan.Q4
‘13
48
Q1
‘14
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 32
This customer
specific newsletter
highlighted key
accomplishments,
relevant solution
news, upcoming
events and team
rosters
Segmented its
accounts, looking
to concentrate on
retention and
growth of top
strategic
accounts
Within the
strategic
accounts, a top
22 emerged
based on
revenue, white
space, level of
engagement and
logo appeal
Developed custom
account-specific
relevant content
Large-Account ABM: AdobeAdobe is an award winner for defining clear targets and developing
account-specific content for those targets.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
22 Strategic Accounts White Space Opportunity
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 33
Adobe ImpactAdobe’s success is reflected by its ABM footprint’s expansion from 22
accounts in 2013 to 58 accounts in 2014 (a 263 percent increase).
Account Type
120
ABM Sales Quota Deal Size (Index) Customer
Health Scores
100
“T22”other
Pipeline Increase
20142013
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 34
Named Account Example: CSCCSC is a winner for its ability to provide marketing support in a
one-to-few or one-to-many approach by building insights and leveraging technology.
Created ABM
insights platform
for named
accounts
Provided contextual
insights into target
companies and key
executives; served
up relevant news
triggers
Delivered real-time,
actionable, contact-
level insights to the
sales team
Designed concierge
service that allowed
sales and marketing to
request needed insights
Target
Company
Name/Logo
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 35
CSC ImpactSales acceptance of the insight tool was critical to success; the
organization integrated data into sales-friendly systems where possible.
Web Traffic
Targeted Accounts
Sales AdoptionValue Recognition
User interactions
have risen to over
eight per day; that
means a salesperson
will look at material on
or generated by this
tool once every hour.Global Sales and
Marketing Summit
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 36
Named-Account Example: SAP SAP is an award winner for organizing and formalizing its account-based
efforts to consistently deliver opportunities, contacts, pipeline and revenue.
• Single source of ABM
truth: Trained team on
best practices and
internal resources
• Sales and marketing
aligned to common
opportunity objectives
Custom Web sites
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 37
How SAP Delivered Results With ABMThe ABM team aligned sales and marketing with training, SMART goals
and specific engagement tactics to drive programs that gained traction.
• ABM is strategic to
revenue goal
attainment
• Program actions drive
sustainable account
growth, accelerate
pipeline, and cultivate
strong customer
relationships
Engagement Timeline and Milestone Map
SiriusPerspective:
© 2015 SiriusDecisions. All Rights Reserved 38
SAP ImpactABM programs increased customer engagement and improved
relationships with sales, which led to positive impact in key categories.
89%
Our ABM
practitioner is
awesome. She
is thoughtful and
provides
strategic impact
at the account
level. She is
looked at as part
of the team.”
1,200 new contacts
$227MM opportunity touched
$57MM marketing progressed
pipeline
$28MM closed revenue –
marketing influenced
49 new opportunities created =
$27MM
Internal Sales Feedback:
89% said they would
recommend ABM to
colleagues
84% said ABM program
helped uncover new
opportunities
89% said ABM marketer
provides innovative ideas
and tactics
Thank You!