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EXPERT ABM

#ExpertABM

MOVING BEYOND DEMAND GEN WITH ABM

Mimi Rosenheim, Snr. Director

Web Marketing, Demandbase

8TH NOVEMBER 2018

#ExpertABM

MOVING BEYOND DEMAND GEN WITH ABM

© 2017 DEMANDBASE｜SLIDE 3

THE THREE TYPES OF ABM… IN PRACTICE

5−50

Accounts

Focus on existing key accounts Customized for each account

Engagement and relationship-focused

Clusters of

5−15

accounts each

Focus on new and existing key

accounts with similar issues

Customized with some personalization

Engagement and lead-focused

100s of

accounts

Focus on relevant new accounts Targeted with light personalization

Lead-focused

Source: ITSMA and ABM Leadership Alliance Account-Based Marketing Benchmarking Survey, July 2017

One-to-One

ABM

One-to-Few

ABM

One-to-Many

ABM

HIGH

Investment &

ROI per account

LOW


ALIGN ON GOALS

Marketing Goals

Sales Goals

Company Goals

Not just a Revenue Goal! • Revenue

• New Logos

• Sales Efficiency

• Net Retention Rate

• Monthly Recurring Revenue

• Upsell/Cross-sell

DEMAND GENERATION IS NOT ENOUGH!


IT’S NOT ENOUGH TO FILL THE TOP OF THE GLASS

Traditional Demand Gen Account-Based Marketing


YOU WANT TO EFFECT THE ENTIRE FUNNEL

SQL SAL PIPELINE CLOSE

82%

49%

24%

96%

64%

42%

17%

51%

75%


SO HOW DO YOU GET TO A CHAMPAGNE STRATEGY?

+

ACCOUNTS REVENUE

GETTING BEYOND DEMAND GEN


The closer you get to revenue,

the more resources you should allocate!

FOCUS ON THE REVENUE

TAM

Target Market

Target Accounts

AE Top Accts

Oppty

Cust


THE OLD MODEL OF THE SALES AND MARKETING

MQL

CLO

SE

IDE

NT

IFY

MARKETING SALES

© 2017 DEMANDBASE｜SLIDE 12 © 2016 DEMANDBASE # 12

Website visitors

aren’t potential

Customers Demandbase

82% Website visitors

often leave after

10-20 seconds Nielsen Norman Group

60%

Website visitors

never fill out

a form Adobe

97% Buyer’s journey

now done digitally Sirius Decisions

67%

B2B marketers

who believe they

have unreliable

data Heinz Marketing

64% B2B marketers feel

they aren’t using

MAS to its full

potential Sirius Decisions

85%


STAKEHOLDERS LIKE TO REMAIN ANONYMOUS

SALES

CALL LEAD

SOCIAL

MEDIA

WEBSITE

VISIT

SEARCH

DETERMINE

PROBLEM

WEBSITE

VISIT

WEB

RESEARCH FRIENDS &

FAMILY

INT

ER

ES

T

Marketers miss out on

the buying signals that

occur pre hand raise…

…and the signals that

occur once a prospect

is in a sales cycle.


WORKING WITH MARKETING IS A “NEED TO HAVE”

OLD MODEL

MQL C

LO

SE

IDE

NT

IFY

MARKETING SALES

MARKETING

SALES

CLO

SE

NEW MODEL

IDE

NT

IFY


MARKETING NEEDS TO DO MORE AS YOU GET CLOSER TO REVENUE

Budget

As it becomes more of a “sure thing”, don’t be cheap as it relates to your tactics

Personalization

Make sure you’re in lockstep with Sales/CS, so as to reinforce their message

High Touch

Make sure you’re pulling out all the stops to delight the customer

Deeper Segmentation

Engaged vs Non-engaged Contacts


PIPELINE

Change in Messaging:

Narrow product messaging

ROI

Cost of inaction

Change in Tactics

VIP/Exec Experiences

Direct Mail

Free offers

Metrics that Matter:

Close Rates

Funnel Velocity


CUSTOMERS

Change in Messaging: Education

Support

Upsell/Cross-sell*

Change in Tactics: Onboarding/Nurture

Stakeholder Contact Acquisition

Direct Mail

Advisory Boards

Executive Sponsors/Engagements

Metrics that matter: Customer Retention

Upsell/Cross-sell

NPS *only if they are ready!


BUT WHO’S RESPONSIBLE?

CMO

Marketing Operations

Marketing Automation

Business Analyst

VP Demand Gen

Dir. Demand Gen

Sr. Copywriter


Customer Marketing

VP Field Marketing

Director of Field Marketing

Partner Marketing Manager

Territory Marketer

Territory Marketer 2



VP Digital Marketing

Director of Digital Marketing

SEM/SEO Manager

Advertising

Web Designer

Junior Web Designer

VP Content Marketing

Director of Content

Content Manager

Content Strategy

Editorial Manager

VP Communications

Social Media Director

Social Media Manager

Director of Communications

PR Manager

VP Product Marketing

Dir. Product Marketing

Product Marketing Manager


BUT WHO’S RESPONSIBLE: CUSTOMERS

CMO



Business Analyst

VP Demand Gen

Dir. Demand Gen

Sr. Copywriter


Customer Marketing

VP Field Marketing



Territory Marketer






SEM/SEO Manager

Advertising

Web Designer

Junior Web Designer


Director of Content

Content Manager

Content Strategy

Editorial Manager

VP Communications




PR Manager




Customer Marketing: 1. Advocacy

2. Retention/Upsell

NEW ROLE: Customer Revenue Marketing


BUT WHO’S RESPONSIBLE: PIPELINE

CMO



Business Analyst

VP Demand Gen

Dir. Demand Gen

Sr. Copywriter


Customer Marketing

VP Field Marketing



Territory Marketer






SEM/SEO Manager

Advertising

Web Designer

Junior Web Designer


Director of Content

Content Manager

Content Strategy

Editorial Manager

VP Communications




PR Manager




Existing Structure: Field Marketing

NEW ROLE: Pipeline Marketing


BUT WHO’S RESPONSIBLE: NEW ORGANIZATION

CMO

VP, Corporate Marketing

Brand

Content Marketing

Designer

Events/Tradeshows

Website


Technology

Business Analyst

Channel Marketing Director, PR/Comms

Social Media Mgr

PR Mgr

VP, Revenue Marketing

Director of Customer Marketing

Advocacy

Revenue


Territory Marketer




Director of Marketing Programs

Webinars

Direct Mail

SEM/SEO Manager

Advertising




• Focus on Accounts &

Segments

• Bring all resources to

the table

• Map to Sales needs

• Do what is right for

the business!

KEY TAKE AWAYS

1. There’s more to ABM than just Demand Gen

2. Align your strategies around your Sales quota

3. The closer an account gets to Revenue, the more attention marketing should pay to them

4. You can work within your existing structure, but reorg’ing will best address your ABM strategy

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