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The Modern Marketer’s Workshop

ABM – From Strategy to Action and Results

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Housekeeping

• Get a copy!• This deck

• Full Funnel Marketing

• ABM Workbook

• Send me an email (matt@heinzmarketing.com) with what you want…

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What is ABM

• A coordinated, integrated go-to-market effort between sales & marketing

• An integrated approach to engaging & building consensus amongst the internal buying committee

• A proven methodology for increasing velocity & conversion of target accounts

Workbook – pg 4

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ABM yourself to get…..ABM?

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Keys to launching ABM

1. Outcomes first (and always)

2. Map the internal buying committee, build consensus

3. Challenge the status quo

4. Securing budget

5. Drive deep coordination with sales

Workbook – pg 5

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Defining Outcomes

• Revenue growth

• Target account efficiency

• Opportunity cost

• Where is there quantifiable pain right now?

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ROI Calculator

Workbook – pg 13

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How others are winning

TODAY’S LEADING B2B MARKETERS ARE USING ABM TO:

• Increase marketing contribution to pipeline

• Improve coordination & efficiency between sales and marketing

• Focus marketing on more profitable strategies and tactics

CONVERSELY, ANALYSTS CITE EVIDENCE THAT COMPANIES NOT ADOPTING ABM ARE:

• Presenting conflicting faces/messages to prospects

• Failing to build internal consensus with the buyer

• Losing deals to competitors who are more coordinated and effective

Workbook – pgs 6-11

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Key benefits by department

MARKETING

More focused, more efficient, and more connected to revenue

IT/OPERATIONS

Better coordinated platforms between sales and marketing

SALES

Greater precision, coordination, and velocity in Target Accounts

FINANCE

Greater predictability, transparency, and visibility into marketing expense ROI

Workbook – pgs 6-11

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Map out each discussionPersona Stage 1

Loosen the status quoStage 2

Commit to changeStage 5

Justify decisionStage 6

Make final decision

Mar

keti

ng

CMO

Head of Demand Generation

Marketing Operations

Event Manager

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Unique perspectives, unique messagingAudience Persona Stage 1 - Loosen the status quo Stage 2 - Commit to change Stage 5 - Justify decision Stage 6 - Make final decision

Mar

keti

ng

CMO

Traditional demand generation doesn't work for enterprise targets; internal "buying" committee is too complicated for individual-centric marketing campaigns; current marketing & sales systems are too siloed - can't see and impact target account momentum

Current tools cannot hit or support enterprise marketing & sales goals for 2017; CEO requires tighter coordination with sales to demonstrate marketing contribution to revenue in 2017; VP of Sales needs tighter coordinated, operational efforts to demonstrate enterprise sales momentum & results

Heightens confidence in hitting 2017 enterprise sales number; increases coordination with sales leadership & revenue objectives; allow for more precise marketing to achieve enterprise deals more accurately

What is the opportunity cost of not hitting your enterprise sales number?; What is the impact of not aligning enterprise sales targets with relevant/related marketing efforts?

Head of Demand Generation

Lead response rates are OK but conversion to opportunities are weakening due to lack of internal buyer consensus-building; current tools don't allow for account-centric coordination of marketing activities nor targeting of key accounts more precisely

Cannot hit enterprise marketing targets without more precise, account-centric programs; ABM increases your alignment with sales, tie to revenue, impacts how the organization views demand generation in a positive light; ability to measure precise marketing impact on sales/revenue increases dramatically

Fishing with nets won't hit the 2017 enterprise sales number alone; Prospects are responding less frequently to siloed messages; failure to engage the entire buying organization will weaken marketing contribution to closed deals

What's the opportunity cost of now hitting the organization's enterprise sales number?; What happens if marketing can't demonstrate direct impact on sales pipeline and revenue?; How important are enterprise deals to your 2017 success, and can you achieve them without coordinating an account-based marketing effort?

Marketing Operations

Complex deals make attribution and coordinating complex deals far more difficult; requests from sales & marketing to coordinate efforts more precisely require more time/resources/custom integration than you have time or resources for

Organization requires more enterprise sales, current systems are only individual-based and not account-based; cannot achieve enterprise sales without a different approach to those complex environments; cannot achieve enterprise marketing results without better tools to execute

Cannot achieve enterprise account goals without better tools, approach; Alignment of account-based efforts with sales will improve operations coordination, reporting transparency, reduce cost of maintenance of operations efforts

Do you have the tools and approach necessary to hit 2017 enterprise sales goals?; Can you current operations investments bridge the gap between sales & marketing effectively?

Event Manager

Measuring impact of isolated events is difficult; few enterprise deals are sourced or closed by individual marketing events; importance of event role is mitigated and miscommunicated with current siloed campaign structure

Account-based approach is proven to put more value on events, especially focused events on enterprise targets; an ABM investment can increase events impact on marketing & sales goals, increase commitment to event strategy growth in the months ahead

Cannot demonstrate event's true value & contribution without account-centric approach to marketing

Will you lose the impact of events on enterprise sales contribution without an account-centric approach? Will too tight of a focus on individualized marketing reduce your event budget, and neuter its impact on enterprise sales velocity?

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Develop common objectives & definitions

Workbook – pg 19

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A direct line to revenue growth

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A common set of metricsAssumptions

Meaghan ASP $ 65,000

Jennifer ASP $ 75,000

John ASP $ 80,000

Opp/Close % 25.0%

Lead/Opp % 5.0%

Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 TOTALS

Meaghan Sales # 1 1 2 3 2 4 2 2 2 2 2 1 24

Jennifer Sales # 1 2 2 2 2 2 2 2 2 2 2 2 23

John Sales # 1 1 1 1 2 1 2 2 3 3 2 2 21

Total Sales # 2 3 4 5 4 7 6 6 7 7 6 5 62

Meaghan Sales $ $ 65,000 $ 65,000 $ 130,000 $ 195,000 $ 130,000 $ 260,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 65,000 $ 1,560,000

Jennifer Sales $ $ 75,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,725,000

John Sales $ $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 150,000 $ 75,000 $ 150,000 $ 150,000 $ 225,000 $ 225,000 $ 150,000 $ 150,000 $ 1,575,000

Total Sales $ $ 215,000 $ 290,000 $ 355,000 $ 420,000 $ 430,000 $ 485,000 $ 430,000 $ 430,000 $ 505,000 $ 505,000 $ 430,000 $ 365,000 $ 4,860,000

Meaghan Pipeline # 4 4 8 12 8 16 8 8 8 8 8 4

Jennifer Pipeline # 4 8 8 8 8 8 8 8 8 8 8 8

John Pipeline # 4 4 4 4 8 4 8 8 12 12 8 8

Total Pipeline # 12 16 20 24 24 28 24 24 28 28 24 20

Meaghan Pipeline $ $ 260,000 $ 260,000 $ 520,000 $ 780,000 $ 520,000 $1,040,000 $ 520,000 $ 520,000 $ 520,000 $ 520,000 $ 520,000 $ 260,000

Jennifer Pipeline $ $ 300,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000

John Pipeline $ $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 600,000 $ 300,000 $ 600,000 $ 600,000 $ 900,000 $ 900,000 $ 600,000 $ 600,000

Total Pipeline $ $ 860,000 $1,160,000 $1,420,000 $1,680,000 $1,720,000 $1,940,000 $1,720,000 $1,720,000 $2,020,000 $2,020,000 $1,720,000 $1,460,000

Meaghan Leads 80 80 160 240 160 320 160 160 160 160 160 80

Jennifer Leads 80 160 160 160 160 160 160 160 160 160 160 160

John Leads 80 80 80 80 160 80 160 160 240 240 160 160

Total Leads 240 320 400 480 480 560 480 480 560 560 480 400 5440

Workbook – pg 20

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The buyer’s journey

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A common set of definitionsStage Definition Sales Next Step(s) Marketing Next Step(s)

Lead

s

Open/Not AttemptedNew lead, has not been attempted or contacted by sales Begin follow-up to get on the phone live to

qualify as opportunityProvide scripts and response offers as needed to increase call-backs

Attempting to ContactSales has begun the process of following the lead follow-up process to reach the prospect live

Continue follow-up attempts via phone, email, "zero out" to reach prospect live

Provide scripts and response offers as needed to increase call-backs

Interested

Prospect has expressed interest in ABC Company and/or achieving better results, and is interested in learning more; full qualification criteria intent/purchase timeline still unknown

Once prospect has been qualified, either move into a "Qualified" opportunity or move to Nurture (if timeline is long-term or undetermined)

Provide collateral, case studies and other information as needed to help prospect determine sales intent

Nurture

Prospect is interested, but there is no near-term opportunity to buy (prospect may have other immediate priorities, or may just need more time to consider interest/intent)

no action Drip marketing to prospect 1-2 times per month with value-added offers, until they're ready to engage in a short-term buying cycle again

Unresponsive

Haven't been able to get ahold of prospect after repeated attempts

no action Drip marketing to prospect 1-2 times per month with value-added offers, until they're ready to engage in a short-term buying cycle again

No Further Action Lead is not a qualified prospect no action no action

Op

po

rtu

nit

ies

Qualified

Prospect has a need & budget, and is actively evaluating solutions

Get demo commitment, plan next steps and timeline to buy (or at least make decision) with prospect

Provide additional support tools as needed (case studies, etc.) to help accelerate prospect interest and buying cycle

Presentation & Demo

Demo has been scheduled or completed; working through objections & questions

Get permission to present formal proposal Provide additional support tools as needed (case studies, etc.) to help accelerate prospect interest and buying cycle

ProposalFormal proposal is in process or has been delivered outlining terms, services, fees

Get verbal commitment to buy pending finalization of terms

no action

Negotiation

Prospect has verbally agreed to do business; both sides are working through final legal/term/service/fee details

Sign, seal and return baby! no action

Close Agreement has been signed and returned victory lap no action

Closed Lost

Opportunity has stalled indefinitely or is dead no action Drip marketing to prospect 1-2 times per month with value-added offers, until they're ready to engage in a short-term buying cycle again

Workbook – pgs 39-40

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Building target lists

Workbook – pg 25

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What are your data filters?

• Companies

• Individuals

• Full/complete contact information

Workbook – pgs 26-28

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Data hygiene

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Real-time data updates

• What’s your platform & integration point(s)?

• How do you respond to trigger events & real-time changes?

• Who’s following up, how, when, with what?

• Where do you record that?

Workbook – pg 32

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Keys to integrating ABM with your sales team1. Make sales an early partner & collaborator

Workbook – pg 30

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Keys to integrating ABM with your sales team2. Execute from a consolidated engagement plan

Workbook – pg 33

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A coordination example• The right person at the right company attends your webinar

• How is follow-up different?

• Who does it – with what message – in what format and channel?

• What next step communication triggers does that imply?

• How do you coordinate sales & marketing messages?

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Keys to integrating ABM with your sales team3. Think in terms of macro and micro campaigns

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Keys to integrating ABM with your sales team4. Develop shared data and insights

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Buying signals and trigger events

• Inventory

• Prioritization

• Follow-up sequencing

Workbook – pg 38

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Keys to integrating ABM with your sales team5. Improve your content precision

Workbook – pg 35

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Who’s creating content in the first place?

Workbook – pg 39

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Keys to better content

1. Consistency

2. Causality

3. Practice

Workbook – pg 36

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The buyer’s journey

Workbook – pg 38

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Plays

• What is a play?

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1. Cold Outreach

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2. Give, Give, Get

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3. Surround & Astound

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4. Action Required

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5. Recycle

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6. Known Unknowns

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Integrated PlaysCold Outreach• All prospects• Owned by Marketing

Give, Give, Get• Clicks from above• Opens from above• Balance from above• Owned by Sales or

Marketing

Action Required• Offer acceptance from above• Add to pipeline• Owned by Sales

1. Company Intro

1. Personal Intro

1. Deliver Offer/Schedule

Call

2. Relevant Experience

3. Unique Point of View

2. Helpful Content

3. Direct CTA

• Need/Outcome• Credibility

• Trust Validation

• Need/Outcome• Credibility• 1x1

• Relevant to them/you

• Soft CTA

• Demo, discussion, assessment• Whatever is first step of sales engagement

• Webinar invite• Passive engagement

~2 weeks ~2 weeks

2 days 3 days

2. Schedule Call follow up

2 days3. Schedule

Call follow up2 days

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Tech Stack

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Management & Measurement

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Keys to integrating ABM with your sales team

• Practice the OODA Loop

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Keys to better feedback loops

• Open communication

• Constructive feedback

• No defensiveness

• Failure is part of the journey!

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Additional ABM Content and Resources

• Integrate - Developing an Account-Based Marketing Program: A Workbook

• DemandBase – Account Based Marketing Resources

• DemandBase – A Guide to Selling the Value of ABM in your Organization

• Engagio – The Clear & Complete Guide to Account Based Marketing

Upcoming Workshop

• Sales Development: Essential Building Blocks for Revenue Growth

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Housekeeping

• Get a copy!• This deck

• Modern Marketer’s Field Guide

• ABM Workbook

• Send me an email (matt@heinzmarketing.com) with what you want…