ABM Master Class: Scaling, Part I
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The document outlines strategies for scaling account-based marketing (ABM) effectively, focusing on defining account tiers, understanding market dynamics, and modeling revenue. It emphasizes the importance of preparatory assessments, infrastructure requirements, and personalized marketing approaches when expanding programs to new segments or business divisions. Key considerations include staffing, technology readiness, and resource allocation to ensure successful implementation and growth.
ABM Master Class: Scaling, Part I
- 1. ABM MASTER CLASS: SCALING, PART I HOW TO DEFINE, HARNESS, AND DELIVER ABM RESULTS, AT SCALE ABM MASTER CLASS: SCALING, PART I HOW TO DEFINE, HARNESS, AND DELIVER ABM RESULTS, AT SCALE
- 2. © 2020 DEMANDBASE SLIDE 2 MEET THE SPEAKERS Kathy Macchi VP of Consulting Services Tenessa Lochner Director of ABM Strategy & Education Ashley Shailer VP of Marketing
- 3. Executive-Level Advisory Who is Inverta? • Strategic planning, campaign planning, and modeling • Assessments and road mapping • Organizational alignment and design • Martech strategy and vision • Digital experience design and activation • Account-based marketing planning, design and activation • Campaign ideation, design and activation • Demand creation and lead management • Content, messaging and segmentation • KPI’s, dashboarding and analytics • Sales enablement services • Campaign and project management • Martech alignment and implementation Operational Consulting Program Management We are a B2B services firm that was founded to help senior executives succeed with modern revenue generation. Agency Services • Partial services to fill in gaps in execution • Full service, based on your desired objective and cost-per-lead range Here’s what we offer: © Inverta 2020 | Confidential | All Rights Reserved.
- 4. Are you ready for scale? © Inverta 2020 | Confidential | All Rights Reserved. 4 • You have a successful pilot under your belt that you want to replicate with a larger set of accounts or with a new market or line of business. • You are able to measure and report on different areas of your program at the account level. • You have the technology, tools, and bandwidth to support scaling.
- 5. Additional Segments?More Accounts? Defining Scale at your Company © Inverta 2020 | Confidential | All Rights Reserved. 5 • Do what you’re doing but do it for more accounts. • Repurpose an approach for an additional segment. • Support a new business division or department as they branch into ABM. New Business Division?
- 6. What are the top considerations when scaling means more accounts? Scaling by Adding Accounts or Volume © Inverta 2020 | Confidential | All Rights Reserved. 6 Rethink your account strategy • How do you tier the accounts? • What is the criteria to be placed in one tier versus another? • What does marketing provide to each tier? How are the tiers different? Entry and exit criteria • When does an account qualify to be in the program? • When does an account exit the program? • What happens to accounts that leave the program? What service do they still get or don’t receive? How is that communicated? Resources • How do you staff for the different tiers? • What infrastructure is required? • What level of personalization is needed?
- 7. What are the top things to consider when scaling to an additional segment? Scaling by Addressing Additional Segment © Inverta 2020 | Confidential | All Rights Reserved. 7 Market and Buyer Dynamics: • Are the market dynamics similar? • Are the buyers the same or different? • How is the solution viewed by this segment? • Is the Avg selling price (ASP) or Customer Lifetime Value (CLV) higher, lower or the same? • Will your staff or resources increase or stay the same? Understanding those 5 areas will help determine if and how your strategy and approach needs to change.
- 8. What are the most important considerations when bringing ABM to another part of the business? Scaling by adding a Business Division © Inverta 2020 | Confidential | All Rights Reserved. 8 Similar to the considerations of a new segment AND…. Sales and Service Impacts: • How are Sales and Service structured? • What are the Sales challenges? • How does Sales and Service view marketing? • What are the new sales AND marketing enablement requirements?
- 9. © Inverta 2020 | Confidential | All Rights Reserved. Modeling Revenue Organizations scale because they want more revenue to come from a certain program or set of accounts. 9
- 10. D E P T H O F I N S I G H T S / M S G R E L E V A N C E ( P E R S O N A L I Z A T I O N ) ACCOUNT-CENTRIC MOTIONS EXECUTIVE ENGAGEMENT TARGETED OUTBOUND SCALED ABM INBOUND DEMAND CREATION N U M B E R O F A C C O U N T S 1M A N Y • 1:1. Strategic accounts • Known, proactive • 3-5 accounts for every 1 ABM marketer, part of account team • Primarily thought leadership and experiential with digital supplement • Research-enabled relevance • 3 R’s measurement • 1:Few • Known, proactive • Usually 25-500 accounts, value-based account list • Outside-in messaging • Digital and experiential motion • Sales collaboration • ABM tech & research- enabled relevance • 3 R’s measurement • 1:Many • Known, proactive • Can be 500-1000+ accounts, insight- driven account list • Inside-out messaging • Primarily digital marketing motion • Sales alignment • ABM tech-enabled relevance • 1:Many • Known, proactive • Can be more than 1,000 contacts or accounts, target account list • Inside-out messaging • Primarily digital marketing motion • Some tech-enabled relevance • 1:Many • Unknown, reactive • Number of accounts varies • Primarily digital marketing motion • Assumed relevance based on target account profile The demand continuum describes the relationship between target audience breadth, depth of meaningful personalization, and technology. ABM The Demand Continuum © Inverta 2020 | Confidential | All Rights Reserved.
- 11. Scenario Example – $4M Baseline • 20 Large Enterprise Accounts • 400 Mid-Market Accounts • 1,500 Small-to-medium commercial accounts • Traditional demand creation ongoing © Inverta 2020 | Confidential | All Rights Reserved. 11 Where do you want your revenue to come from? D E P T H O F I N S I G H T S / M S G R E L E V A N C E ( P E R S O N A L I Z A T I O N ) ACCOUNT-CENTRIC MOTIONS EXECUTIVE ENGAGEMENT TARGETED OUTBOUND SCALED ABM INBOUND DEMAND CREATION N U M B E R O F A C C O U N T S 1M A N Y 5 Large ENT Accounts = $900,000 415 Large ENT and MM Accns (4 Clusters) =$1.75M 600 Commercial Accns =$650,000 900 Commercial Accns =$350,000 Net new acquisition =$350,000
- 12. Scenario Example – $4M Baseline • 20 Large Enterprise Accounts • 400 Mid-Market Accounts • 1,500 Small-to-medium commercial accounts • Traditional demand creation ongoing © Inverta 2020 | Confidential | All Rights Reserved. 12 Where do you want your revenue to come from? D E P T H O F I N S I G H T S / M S G R E L E V A N C E ( P E R S O N A L I Z A T I O N ) ACCOUNT-CENTRIC MOTIONS EXECUTIVE ENGAGEMENT TARGETED OUTBOUND SCALED ABM INBOUND DEMAND CREATION N U M B E R O F A C C O U N T S 1M A N Y 5 Large ENT Accounts = $900,000 415 Large ENT and MM Accns (4 Clusters) =$1.75M 600 Commercial Accns =$650,000 900 Commercial Accns =$350,000 Net new acquisition =$350,000 What are the major impact points of this scenario? • Tech-enabled personalization • Lots of research and high touch marketing • Custom content • Intent monitoring
- 13. How do you find another $3M? © Inverta 2020 | Confidential | All Rights Reserved. 13 You’re asked to scale to $7M D E P T H O F I N S I G H T S / M S G R E L E V A N C E ( P E R S O N A L I Z A T I O N ) ACCOUNT-CENTRIC MOTIONS EXECUTIVE ENGAGEMENT TARGETED OUTBOUND SCALED ABM INBOUND DEMAND CREATION N U M B E R O F A C C O U N T S 1M A N Y 5 Large ENT Accounts = $900,000 1,000 Large ENT and MM Accns (4 Clusters) =$4.25M 1060 Commercial Accns =$650,000 900 Commercial Accns =$350,000 Net new acquisition =$350,000 And HereAdd Accounts Here
- 14. Other Ways to Model © Inverta 2020 | Confidential | All Rights Reserved. 14 Additional Segments New Business Division • What are the financial and non-financial goals of the new segment? • Will your existing program work for this new segment? What needs to be modified. • What are the financial and non- financial goals of the new business division? • Will there be impacts on your ability to deliver what’s been modeled in other areas? • What can you bring over vs. what do you need to re-build? When modeling for revenue from a new segment or a new business division, establish a performance baseline first.
- 15. What matters when determining scale? People How much cover can your team provide without sacrificing quality and conversion? Is it feasible to bring on another head count? Coverage Do you know the right people at the accounts you want to bring into the program? Technology Are you set up to scale tech-driven personalization, intent monitoring, and other tactics that require mass data-driven elements in targeted outbound, scaled, and account-centric ABM programs? Content and Perspective For new segments, are you set up to deliver a perspective that’s relevant to a new audience? Budget Executive engagement programs and account-centric motions often require more budget, time, research, and resources to execute. © Inverta 2020 | Confidential | All Rights Reserved. 15
- 16. Demand Continuum Things you can do today • Identify where your current program falls on the Demand Continuum to help determine the impact points of scaling or constricting. • Inventory the personalization requirements of the scaling effort. • More accounts usually equals less personalization or a heavy reliance on technology. • Less accounts, or accounts in a new domain typically mean more personalization. • Determine whether your scaling effort requires a new charter. • Does the opportunity, approach and goal change? • Will the stakeholders change? • Will the measurement change? Inventory Personalization Charter Development 1 2 © Inverta 2020 | Confidential | All Rights Reserved. 16 3
- 17. Thank YouThank You Kathy Macchi, VP Consulting Services [email protected] Ashley Shailer, VP of Marketing [email protected]