abm in the enterprise: what a cmo needs to know | engagio
TRANSCRIPT
ABM in the Enterprise:
What a CMO Needs To Know
7th December 2017
Rosewood Sand Hill, Menlo Park, CA
• ABM Objectives
• Account Tiers
• Account Entitlements
• ABM Project Plan
• Measurement
• Sales & Marketing Alignment
• Teams
• Technology Enablers
Suggested Topics
2
Customer Journeys at Every Stage
Create
Pipeline
MQ
A
Aw
are
No
En
gag
em
en
t
Op
p
Customer Renewal
Accelerate
Pipeline
Expand
Relationships
3
5-50 accounts (“tens”)Engagio: up to 2 per AE$250K – $1B+
5-50 accounts (“tens”)Engagio: 5 per AE$100K – 250K
50-1,000 accounts (“hundreds”)Engagio: 93 per AE $50K – $100K
Style 1a
Lighthouse
1,000+ accounts (“thousands”)Engagio: About 4,000$25K - $50K
Style 1b
Strategic
Style 3
Programmatic
Style 2
Scale
4
Program Entitlements for Target AccountsType of Program Account Tiers
Tier 1 Tier 2 Tier 3
Direct Mail High value Postcard – lower value Postcard lower value
Field Events Lunch and learn + dinners + onsites Lunch and learn Lunch and learn
Tradeshows Special dinner
Personalized Plays Yes Yes Yes
Database Sends In some cases OK Yes Yes
Digital Yes + tailored content Yes + industry Yes – ok broad or segment
Content Syndication Yes – verticals and key companies Yes – verticals Yes - verticals
Sales outreach Yes (calling campaigns, drive
attendance)
Yes (calling campaigns, drive
attendance)
No
Appt Setting Yes Yes No
Contact Discovery Yes Yes No
Account Analytics Yes Yes Yes
Customer content
Custom streams
Yes Yes
5
December 2017
Goal: Develop initial framework – strategy,
agreement with all revenue teams.
Shared incentives.
Technology support – CRM, etc.
Process for information sharing with Sales.
January 2018
Goal: Have program mix
identified. Launch initial campaigns
for Tier One accounts.
Take baseline measurements.
Have content ready. February 2018
Goal: Measure early stage
indicators (engagement). Look at
what is working or not. Decide on
additional programs to add to mix,
adjust budget if needed. March 2018- May 2018
Goal: Measure early and mid-stage
indicators.
Figure out what needs adjustment.
Remember:
• ABM is a long, multi-year journey
• A roadmap helps communicate to all parties and sets appropriate expectations
• Helps guide resource planning, budget allocation, etc.
ABM Project Plan
6
• Focus on quality not quantity
• Track accounts not leads (MQAs not MQLs)
• Time spent (engagement minutes)
• Track impact and influence more than try to apportion ‘credit’ (team effort)
Measurement
2002 2017
Source: Sirius Decisions7
Key Metrics
Do you have sufficient data, contacts, and account plans
for each target account?
Are the target accounts
aware of your company?
Are the right people at the
account spending time
with your company? Is that
engagement going up over
time?
Are marketing programs reaching
target accounts?
Are ABM activities
improving key sales
outcomes?
COVERAGE AWARENESS ENGAGEMENT REACH IMPACT
8
Marketing is a player that passes a MQL or account related activity to Sales and then involvement is limited.
Marketing is the coach. Customer facing teams work together in a coordinated and ongoing way for success in an account. Key for ABM.
Old: The Hand-Off New: Marketing Orchestration
Sales & Marketing Partnership
9
The TeamRole Sample Responsibilities
ABM Leads (marketing/sales)
• Spearheads the initiative• Develops playbooks and tech infrastructure for successful initiative• Tracks the metrics and communicates the program’s successes
Field Marketer/Marketing Manager
• Works with the ABM marketers to execute plays at the local level
Marketing + (Sales Development Reps)
• Helps research the account and build contacts• Reaches out to the account to build relationships• Crafts account-specific emails and messages• Nurtures relationships over time• Supports the Account Executive as needed
Strategic Account Manager (AE)
• Drives the plan forward with the team and at the account• Helps shape the ABE strategy and each account plan
Executive Sponsors• Deal / customer support to drive engagement
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• You don’t need technology for everything
• Understand what you can’t do today
• Consider what is must have vs. nice to have
• Technology is not a cure-all … it’s an enabler for better execution, process, insights, etc.
Technology
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