How SAP Engaged Its Best Customers With Account-Based Marketing...
Transcript of How SAP Engaged Its Best Customers With Account-Based Marketing...
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Session Title
ERIC MARTINVice President, MarketingSAP
How SAP Engaged Its Best Customers With Account-Based Marketing to Impact the Close of $27 Million
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Eric MartinVice President, MarketingSAP
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Background
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As the market leader in enterprise application software, SAP helps Fortune 500s and other large multinational corporations with fairly complicated supply and customer chains overcome the complexities that plague our businesses.
With “Run Simple” as our operating principle, SAP’s nearly 77,000 employees focus on a singular purpose that inspires us every day: To help the world run better and improve people’s lives.
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SAP North America• Serving 132,000 customers in 25 industries
• 1,067 channel partners and distributors
• 75 locations
• 19,000 employees
• Headquartered in Newton Square, PA
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Challenge
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Uncoordinated marketing activities with sub-optimized customer experience
• Generic, impersonal marketing activities
• Reactive based on Sales’ requests
• Inability to measure results by account
• Very limited best practice sharing
• Success limited to physical events
• No common methodology/training
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SAP North America Marketing: Highly matrixed
Industry Marketing
Line of Business Marketing
Product Marketing
Regional Marketing
Email
Tele
SAP.com
Webcasts
Events
Advertising
Customer
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Account-based marketing (ABM) is a strategic approach to business marketing in which an organization considers and communicates with individual prospects or customer accounts as markets of one.
Account-based marketing
Account Selection
Planning and Insight
Messaging and Content
Execution and Engagement
Measurement
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ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Foster internal alignmentStep 5: Build custom programsStep 6: Launch and measure results
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Internal External
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Internal External
Analyze SAP’s operations
Define “to-be” model
Build out and prioritizespecific steps
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ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Build custom programsStep 5: Foster internal alignmentStep 6: Launch and measure results
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Test pilot program
Strategically chose five accounts to test the initiative and secure internal momentum
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ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Build custom programsStep 5: Foster internal alignmentStep 6: Launch and measure results
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All numbers are for North America market only
Our most strategic customers —driving 30% of SAP’s revenue
Strategic customers
10,000+ Accounts
Key/named accounts
General business
4,500 Key accounts
66 Accounts
Account selection
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Pilot Program: Three criteria
Growth potential of each account
Sales engagement
Customer commitment
Source for criteria: Sirius Decisions
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ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Build custom programsStep 5: Foster internal alignmentStep 6: Launch and measure results
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Talk to customer
• What is their vision?
• What audience do they want to reach?
Determine their goals and initiatives
• What are their growth targets?
• How does software contribute to their goals?
Plan highly-focused, executional elements
Research
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© 2015 SAP SE or an SAP affiliate company. All rights reserved. 20Confidential
Bill of materials
ACTIVITIES/SERVICES
NEWSLETTERS
WEBCASTS
JAM SITES
GLOBAL SPONSORSHIPS
REFERENCES
ONSITE 1:1 EVENTS
GO-LIVE EVENTS
SOCIAL ANALYTICS
DESIGN THINKING
EBC VISITS
SOCIAL CORPORATE RESPONSIBILITY
CUSTOM WEBSITES
PROFILING
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Example custom program
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ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Build custom programsStep 5: Foster internal alignmentStep 6: Launch and measure results
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Marketing Sales
• Key players and decision makers
• Buyer personas
• Content that maps to buyer’s cycle
• Customer initiatives, mapped to SAP offerings
• Understand account history and primary players
• Build marketing plan based on account team’s account/revenue priorities
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ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Build custom programsStep 5: Foster internal alignmentStep 6: Launch and measure results
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2014
New pipeline: 49 opportunities, $27M value
Marketing progressed pipe: $57M, $30.3M closed
Marketing touched pipe: $209M, $27.6M closed
New LOB contacts: 1,200
2015
Pipe: 48 for $40.5M
MPP: $107M, $54M closed
MTP: $448M, $75M closed
New LOB contacts: 1,420
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“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.”
“This program is great; thanks for having it available for
strategic accounts.”
I WOULD RECOMMEND ABMTO MY COLLEAGUES.
THE ABM MARKETER COMES TO ME AND THE SAP ACCOUNT TEAM WITH INNOVATIVE IDEAS AND TACTICS TO HELP ME REACH MY ACCOUNT GOALS.
Qualitative feedback
89%
89%
84% THE ABM PROGRAM HAS HELPED UNCOVER NEW OPPORTUNITIES IN MY ACCOUNT.
Survey Results:
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Key takeaways
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Key takeaways
• ABM is not incremental in nature. A case must be built that the budget and head count is better spent on ABM than traditional marketing or other areas.
• Governance through service-level agreement (SLA) is a necessity.
• Sales and customer cooperation is vital for a successful ABM program.
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Thank YouEric Martin @myfavemartin
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Re-trench — 44 accounts in 2016 (20% reduction)
Reporting in place for non-$$ metrics
Streamline and document for efficiencies (versus scale)
Work with alliance partners on joint plans
Refine and improve
Next Steps