ABM: The what, why, when, where and how

The Who What When Where Why & How of ABM

London | 18 March 2015

Bev BurgessSenior Vice President

ITSMA Europe

The Who What Where When Why & How of ABM | PN5513 | © 2015 ITSMA Europe. All Rights Reserved. | 2

Who


ITSMA ABM Council


Account Based MarketingSM Adoption Model(built with ABM Council members)

Scale

PilotBuild

Standardize Achieve economies of scale through standard processes, shared services, and automation

Create ABM knowledge management system

Leverage ABM practices in other areas ofmarketing

Determine pilot accounts Develop metrics Research and analyse pilot accounts Build integrated account plan

and execute Measure and review Publicise results

Gather learnings from pilots Refine account selection criteria Begin defining common metrics and

success criteria Identify funding sources

and resources Create growth criteria Deepen executive

sponsorship

Drivers to

Pilot Opportunity to increase wallet

share and mindshare Increased competition in accounts Account relationships at risk Lack of cohesive strategy for

deepening account relationships

Drivers to

Build Positive results from pilots Encouraging feedback from sales Account planning process improves Increased executive support for

ABM strategy

Drivers to

Scale ABM results lift the overall business Recognition of/need to expand

globally from original geography/sector

© ITSMA. All rights reserved.

Create PMO and governance model Determine standard metrics and

success criteria across all accounts Develop staffing process Integrate ABM into the overall

reward/recognition system

Drivers to

Standardize Account managers demand ABM ABM sparks career interest Account relationships improve ABM accounts outperform others


16%

15%

28%

18%

23%

of companies are scaling ABM to achieve high returns

are planning ABM, or are in the Pilot or Build stages59%

% of Respondents (N=73)Source: ITSMA Account Based Marketing Survey, October 2013

Plan Pilot Build Standardize Scale

¼


What



When


ABM can help you in these situations

New Account

Development

Pursuit of Identified Major Opportunities

ChangingPerceptions

orPositioning

More structured, planned approach.

Focus is on increasing share of wallet and share of mind through better

and deeper relationships.

Potentially with partners.

Broader goal to include enhanced positioning and/or

changing perceptions.

Often important when a company goes through a

rebranding.

Account support based on RFP’s and/or identified

major sales opportunities.

Marketing’s link with sales teams is more

tactical.

Creating an integrated approach

with sales to penetrate new

accounts.

Cross-Selling/Upselling

for AccountPenetration


ABM fits at the top of your B2B marketing pyramid

Segment Marketing

Mass Customized Marketing

AccountBased

Marketing


Prioritising accounts for ABM

Source: ITSMA Case study

Size of the circle

represents IT spend

INDUSTRY EXAMPLE


Where


ABM step by step:Start with the account

Knowing what is driving the

accountPlaying to the clients’ needs

Developing targeted value propositions

Integrating sales and marketing

campaign planning

Integrating sales and marketing

campaign execution

Evaluating results and

updating plans


Delivering account insight

INDUSTRY EXAMPLE


Changing perceptionsWanted to become a next-generation network partnerBUT seen as small hardware vendorSO built a customer team, hired an ABMer and delivered a three-year integrated plan:

Dramatically increasing mindshare Selected as a partner Increased revenue 30% year on year Marketing contributed 30% of pipeline

Influencer relationsInnovation days

Thought leadership

Advisory boardsSocial media

Executive briefingsNewsletters

Webinars

RoundtablesSegmentationProfilingTargeted messaging

INDUSTRY EXAMPLE


Driving dramatic revenue growthWanted to grow share of wallet in a global automotive accountSO built a core team of executives & built an integrated plan around account’s future strategy:

100% year on year revenue growth 500% increase in opportunities 400% mindshare increase 300% increase in new executive

meetings Higher than average CSAT scores Selected as preferred mobility partner

Personalised web pages

Innovative website

Cognizant ‘partnership day’

Joint brandingExecutive mapping

Mobile gaming Kiosks

Subject matter experts

‘Save the date’ mailersAnalysis of existing challenges

Profiling

Recommended strategic initiatives

INDUSTRY EXAMPLE


Why


Don’tknow10%

of companiessay ABM

delivers higher ROI than other marketing initiatives

No30%

Source: ITSMA Account Based Marketing Survey, October 2013


Microsoft makes the case to scale

Figure 1. Number of Unique Contacts, Existing Contacts, and New Contacts

Figure 2. Net Satisfaction, Relationship Management, and Response Rate Scores

Source: Microsoft, 2013 [ITSMA Case Study | Microsoft’s ABM Metrics: Making the Case to Scale Up]

INDUSTRY EXAMPLE


How


Show interim successes

Position ABM as a strategic business initiative

Adoptbest practices


Get the competencies you need for the job

Career PathMarket and

Account Intelligence

Account Relationships and Strategy

Tailored Value Propositions

Marketing Communications

Business AcumenLeadership

Cross Organizational Collaboration

Workstyle

Career Path

Bev BurgessSenior Vice PresidentITSMA [email protected]+44 (0) 7775 765722

Thank You!

mailto:[email protected]

Documents

ABM: The what, why, when, where and how