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

The Who What When Where Why & How
of ABM
London | 18 March 2015
Bev Burgess
Senior Vice President
ITSMA Europe

ITSMA ABM Council

Account Based MarketingSM Adoption Model
(built with ABM Council members)
Scale
Pilot
Build
Standardize
 Achieve economies of scale through
standard processes, shared services,
and automation
 Create ABM knowledge management
system
 Leverage ABM practices
in other areas of
marketing
 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

ABM can help you in these situations
New
Account
Development
Pursuit of
Identified
Major
Opportunities
Changing
Perceptions
or
Positioning
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 Account
Penetration

ABM fits at the top of
your B2B marketing
pyramid
Segment
Marketing
Mass Customized
Marketing
Account
Based
Marketing

Prioritising accounts for ABM
Source: ITSMA Case study
Size of the
circle
represents
IT spend
INDUSTRY EXAMPLE

ABM step by step:
Start with the
account
Knowing what is
driving the account
Playing 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 perceptions
Wanted to become a next-generation
network partner
BUT seen as small hardware vendor
SO 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 relations
Innovation days
Thought leadership
Advisory boards
Social media
Executive briefings
Newsletters
Webinars
RoundtablesSegmentation
ProfilingTargeted messaging
INDUSTRY EXAMPLE

Driving dramatic revenue growth
Wanted to grow share of wallet in a
global automotive account
SO 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’ mailers
Analysis of existing challenges
Profiling
Recommended strategic initiatives
INDUSTRY EXAMPLE

Don’t
know
10%
of companies
say
ABM
delivers
higher ROI
than other
marketing
initiatives
No
30%
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

Show interim
successes
Position ABM as a
strategic business
initiative
Adopt
best practices

Get the competencies you need for the job
Career Path
Market and
Account
Intelligence
Account
Relationships
and Strategy
Tailored Value
Propositions
Marketing
Communications
Business Acumen
Leadership
Cross Organizational Collaboration
Workstyle
Career Path

Bev Burgess
Senior Vice President
ITSMA Europe
bburgess@itsma.com
+44 (0) 7775 765722
Thank You!

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

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