ABM Sales & Marketing Partnership
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In the Engagement Economy, only organizations that empower their people to engage internally within the organization as well as externally with customers will win. Join Marketo and SiriusDecisions to discover the account-based marketing (ABM) strategies leading companies are leveraging to create successful partnerships between Sales and Marketing—and boost revenue. You'll learn how to: - Structure your entire revenue team for ABM success - Create repeatable processes to collaborate with Sales, including account selection - Drive lasting engagement with your customers
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ABM Sales & Marketing Partnership
- 1. ABM: Your Secret Weapon for Sales & Marketing Partnership Matt Senatore Service Director, ABM SiriusDecisions Charm Bianchini Senior Director, Marketing Marketo
- 2. September, 2017 Account-Based Marketing: Marketo Webcast Matt Senatore Service Director. Account-Based Marketing @MattSenatore
- 3. 3 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore Account-Based Marketing? Marketing
- 4. SiriusPerspective: 4 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions What is Account-Based Marketing? ABM leaders apply different models to win and grow accounts, and are usually aligned to sales’ go-to-market strategy. strategic approach defined accounts relevant valuable
- 5. 5 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore ABM: In Other Words
- 6. 6 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore ABM: In Other Words
- 7. 7 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore ABM: In Other Words
- 8. 8 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore ABM: In Other Words
- 9. 9 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore 93%State ABM is “extremely important” or “very important” to their overall organizational success source: SiriusDecisions 2017 Command Center ™
- 10. 10 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore Why Do Companies Care About ABM …keeps focus on best growth opportunities …supports sales reality …delivers customer-centric experiences • Ensures attention is given to top prospects/customers • Defines growth and timing based on account specifics • More efficient with a defined universe • Balances demand and sales enablement • Linked to greater customer satisfaction and retention • Customers experience less noise, respond at higher rates to more relevant outreach BetterInternal(andExternal) Alignment
- 11. 11 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore Does ABM Actually Build Alignment?......(YES) 75% OVERALL ALIGNMENT ABM Measurement Account Prioritization % of respondents saying “tightly aligned” or “somewhat aligned” (top 2 box) 73% 73% 65% 68% SLAs ABM Goals
- 12. 12 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore The SiriusDecisions Demand Spectrum: 3 AXES 1) DEGREE OF ACCOUNT INSIGHT 2)DEGREEOFSALESAND MARKETINGJOINTACCOUNT LEVELENGAGEMENT 3) DEGREE OF CUSTOMIZATION
- 13. 13 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore The SiriusDecisions Demand Spectrum DEGREE OF ACCOUNT INSIGHT DEGREEOFSALESAND MARKETINGJOINTACCOUNT LEVELENGAGEMENT Large-Account Marketing Strong joint-account level engagement and deep account insight. Named/Industry Account Marketing Good degree of joint engagement. Strong understanding of segment and individual accounts. Advanced Customization Limited Customization Coordinated Customization Focused Customization Defined Demand Minimal joint-marketing and sales planning. Little account insight. Focused Demand Aligned functions with some marketing involvement in sales planning and execution. Growing knowledge of segment and individual accounts.
- 14. 14 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore The SiriusDecisions Demand Spectrum DEGREE OF ACCOUNT INSIGHT DEGREEOFSALESAND MARKETINGJOINTACCOUNT LEVELENGAGEMENT Large-Account Marketing Strong joint-account level engagement and deep account insight. Named/Industry Account Marketing Good degree of joint engagement. Strong understanding of segment and individual accounts. Advanced Customization Limited Customization Coordinated Customization Focused Customization Defined Demand Minimal joint-marketing and sales planning. Little account insight. Focused Demand Aligned functions with some marketing involvement in sales planning and execution. Growing knowledge of segment and individual accounts. ABM
- 15. 15 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore Demand Spectrum: Key Considerations Contact Contact/ Persona Persona Insights None Significant Moderate/ significant Mass Personalization None M&S Relationship Partners Collaborators Coordinators Informed Defined Demand Focused Demand Named/Industry Account Marketing High Low Large- Account Marketing
- 16. 16 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore The Marketing and Sales Relationship Differs Across Demand Dedicated Resources Pipeline Contribution Primary Marketing Investment Account Selection Engagement Planning Execution Large-Account Marketing Sales – high Mktg - high Sales - > 90% Mktg - < 10% Sales Enablement Sales-led with marketing input One-to-one Partnership between Mktg. and Account Owner Varies given goal, but mostly Sales=led Marketing enabled Named/ Industry Account Marketing Sales – high Mktg - med Sales - > 75% Mktg - < 25% Demand Creation Marketing-led with sales input; Marketing led clustering One-to-few/many Marketing led – collaboration with Sales Director Varies given goal Focused Demand Sales – med Mktg - low Sales - > 60% Mktg - < 40% Demand Creation Marketing-led with sales input; Marketing led clustering One-to-few/many Marketing-led, reviewed with BU/Sales leader Marketing-led Defined Demand Sales – low Mktg - low Sales - < 25% Mktg - >75% Reputation NA One-to-all Marketing-led Marketing-led
- 17. 17 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore But If You Do It Well, the Business Impact is There
- 18. SiriusPerspective: 18 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions ABM Increases Account and C-Level Engagement Almost all organizations found that they can increase their level of account and C-level engagement with ABM. 45% 20% 21% 7% 1% 1% 5% C-Level Engagement 24% 39% 25% 6… 3% 1% 2% Overall Engagement 1-25% 26-50% 51-100% 101-200% 201-500% > 500% Don't track “Based on your ABM efforts, what percent increase have you seen in account or C- level engagement?” Source: SiriusDecisions 2017 ABM Command Center
- 19. SiriusPerspective: 19 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions ABM Increases Closed Deal Percentage 89 percent of respondents stated that ABM improves closed deals. Nearly one in four had better than a 50 percent conversion increase when deploying ABM. “What is the percentage difference in closed deals from qualified opportunities for ABM accounts versus non-ABM accounts” Source: SiriusDecisions 2017 ABM Command Center Lower No change 4% 7%
- 20. SiriusPerspective: 20 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions ABM Increases Closed Deal Percentage 89 percent of respondents stated that ABM improves closed deals. Nearly one in four had better than a 50 percent conversion increase when deploying ABM. 1- 10% 24% 13% 11- 20% 21- 30% 7% > 50% 18% 41- 50% 20% 31- 40% 7% “What is the percentage difference in closed deals from qualified opportunities for ABM accounts versus non-ABM accounts” Source: SiriusDecisions 2017 ABM Command Center Lower 4% 7% No change 89%
- 21. SiriusPerspective: 21 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions ABM Increases Average Deal Sizes Respondents state that average deal sizes are higher for ABM accounts; more than one in four (27 percent) have a greater than 50 percent increase in average deal size. “What is the percentage uplift in average deal size for ABM accounts versus non-ABM accounts” Source: SiriusDecisions 2017 ABM Command Center 91%“Average deal size is LARGER for ABM accounts versus non-ABM accounts” Average deal size for ABM is: • 51-100% greater = 14% • 101-200% greater = 11% • > 200% greater = 2%
- 22. SiriusPerspective: 22 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions 1-10% 11-30% 31-50% >50% Marketing Budget Allocated to ABM Is Increasing We’re seeing b-to-b organizations allocate more of their marketing dollars to ABM; those allocating more than 30 percent of their budgets to ABM increased from 17 percent to 54 percent. 2016 Percentofrespondents Percent of marketing budget allocated to ABM 40% 27% 8% 9% Source: SiriusDecisions 2017 ABM Command Center 8% 9%
- 23. SiriusPerspective: 23 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions 1-10% 11-30% 31-50% >50% Marketing Budget Allocated to ABM Is Increasing We’re seeing b-to-b organizations allocate more of their marketing dollars to ABM; those allocating more than 30 percent of their budgets to ABM increased from 17 percent to 54 percent. 2016 2017 Percentofrespondents Percent of marketing budget allocated to ABM 40% 27% 8% 9%10% 35% Source: SiriusDecisions 2017 ABM Command Center 8% 9% 36% 18%
- 24. 24 © 2017 SiriusDecisions. All Rights Reserved@SiriusDecisions @MattSenatore ABM Isn’t Going Anywhere… Investment in ABM Continues 60%“Will invest more or significantly more for ABM in next 12 months”
- 25. Marketo Case Study: ABM for Sales and Marketing Partnership Charm Bianchini Sr. Director of Marketing Marketo @charmbianchini
- 26. Goal: Meet pipeline/bookings goals; retain customers Strategy: • Leverage ABM to market/sell to higher value accounts to find bigger deals • Build a strong sales and marketing partnership • Create a unified customer experience throughout the funnel Metrics: • Engagement with select programs • Connect rates with SDRs • Sales meetings accepted • Pipeline and bookings Why ABM for Marketo?
- 27. Page 27Marketo Proprietary and Confidential | © Marketo, Inc. 9/25/2017 Collaborative Approach • Identify stakeholders and get buy-in • Establish goals and metrics • Develop a plan for all groups • Frequent communication and meetings • Incentives alignment • Process prioritization and efficiencies • Sales enablement and training • Reporting and analysis
- 28. Sales and Marketing Partnership #1: Account Identification
- 29. Page 29Marketo Proprietary and Confidential | © Marketo, Inc. 9/25/2017 Ideal Customer Profile Definition • High Yield • Product Fit • Competitors’ Customers • Strategic Importance • Etc. ICP Whitespace Sales Input GTM Territory Planning Strategic Goals Predictive Modeling
- 30. Page 30Marketo | © Marketo, Inc. 9/25/2017 Account Scoring Score A 95+ B 75-95 C 50-75 D 0-50 Account Score ASP The higher the account score, the higher ASP and propensity to buy
- 31. Page 31Marketo | © Marketo, Inc. 9/25/2017 Example: Account Types Non-ICP Accounts Ideal Customer Profile Accounts Target Accounts Named Accounts Target Accounts: ICP accounts that are being targeted by marketing with specific investments Named Accounts: Accounts assigned to AEs. Compensated more on closing these. Marketing and Sales is working together on them. 50 accounts per AE Ideal Customer Profile Accounts: Accounts that meet ICP criteria and can be tapped as potential target accounts when there are more available investments to target them Non-ICP Accounts: Accounts that are not a product/market fit for Marketo and should not be targeted at present
- 32. Sales and Marketing Partnership #2: Service Level Agreements
- 33. • Goal: Drive named account attendance • Metrics: Exec level attendance, 4 ENT opps, 5x pipeline • SLA: Sales responsible for named account registrations (50%) • Questions: • What percentage of named accounts did sales drive? • Did we create a better experience at the event? • Did we get meetings in our key accounts? • How did the program do overall? SLA: Marketing Programs Example: Field Marketing Luncheons
- 34. Page 34Marketo | © Marketo, Inc. 9/25/2017 SLA: Lead Follow Up (24 Hours) Day 0 Notification Day 1 If untouched, reminder Day 2 If untouched, reminder cc boss Day 3 If untouched, alert executives Day 7 If stale, reminder Day 8 If stale, reminder cc boss Day 9 If stale, alert executives
- 35. Page 35Marketo | © Marketo, Inc. 9/25/2017 Scoring: Shared Methodology “Shared sales and marketing methodology for ranking leads in order to determine their sales readiness” Nurture Nurture DisqualifyPass to Sales Pass to Sales Fit Interest Buying Stage
- 36. Page 36Marketo | © Marketo, Inc. 9/25/2017 Scoring: MQLAs Matter MQL Long live MQLA! MQLA: 1. Demographics 2. Behavior 3. Account fit
- 37. @HeidiBullock Stars and Flames show priority List of Interesting Moments Tool: Marketo Platform - Prioritization for AEs
- 38. Page 38Marketo Proprietary and Confidential | © Marketo, Inc. 9/25/2017 Tool: SFDC Views - Prioritization for SDRs
- 39. Sales and Marketing Partnership #3: Reporting and Analytics
- 40. Page 40Marketo Proprietary and Confidential | © Marketo, Inc. 9/25/2017 Move from Sourced to Joint Opps Opportunities Sourced: Old Way: • Marketing • Sales • Partner New Way: • Jointly sourced between marketing, sales and partner
- 41. Early Mid Late Measurement at Various Stages
- 42. Page 42Marketo Proprietary and Confidential | © Marketo, Inc. 9/25/2017 Tool: Sales and Marketing Dashboard
- 43. Results
- 44. Results: It Works! • Close partnership between sales and marketing • Opp analysis: • 150% higher average ARR • Time to close decreased by over 50% • Win rates increased by 75%
- 45. • Develop an ABM plan for both sales and marketing to execute • Work closely with sales on account selection • Agree on SLAs, definitions, and metrics • Train reps on how to use tools/programs • Measure and improve Key Takeaways @charmbianchini
- 46. Q & A
- 47. Thank you! Matt Senatore Service Director, ABM SiriusDecisions Charm Bianchini Senior Director, Marketing Marketo
Editor's Notes
- MS
- MK
- More than 1 in 3 respondents said that overall engagmeent with ABM accounts increased by at least 50% and about 30% of respondents said that C-level engagement increased by at least 50%
- No impact between 7-8% Negative impact 1%
- No impact between 7-8% Negative impact 1%
- No impact between 7-8% Negative impact 1%
- MK
- Accelerate sales cycle Increase ASP Penetrate new verticals Develop a plan Focus on high-value companies Align sales and marketing Deliver strategic, orchestrated campaigns
- This chart shows you that with the higher score, ASP goes up as well as propensity to buy Once the model was built, we updated the SFDC data with account score details for sales to prioritize the accounts
- Earlier I mentioned that there’s a service level agreement, so the sales rep has 7 days to decide to accept, and we’ve automated this process within Marketo. So when a lead becomes a lead, if after the first day they haven’t touched it, they get a nice incredibly friendly reminder. And Marketo does this by looking For changes in the CRM system. So, has the rep changed the lead status to contacted, or have they logged an activity against the lead. If not, and day 2 passes, now they get another reminder, but their manager is copied. And if after 3 days, it still isn’t touched, another reminder goes out and a lot of people that you don’t want copied, are copied, including our CEO. So, as you can imagine, there are very few leads that aren’t followed up within a 3-day period. And by the way, some leads are followed up much more quickly. For example, when someone exhibits certain behaviors, such as filling out a demo request form, we call those leads “Act Nows”, and the reps are notified and expected to follow up more quickly. Now, this may seem a bit harsh, but hey, that’s an SDR’s job. Their primary mission is to call and qualify our best leads and pass them to an AE if they think an opportunity exists. So that’s the overall process, from generating targets at the top of funnel, to nurturing them in the middle of the funnel, to passing them to sales as win-ready leads at the bottom of the funnel.
- And we score across 3 dimensions. Fit, interest and buying stage. Fit tells me, am I interested in you. Interest tells me, are you interested in me. So they need to be interested in me (or my company), and I need to be interested in them. Actually, this is starting to sound a lot like dating, and that’s because it is. And in dating, timing also plays a role. So, maybe they are locked into another solution. Maybe they don’t have the budget. And this all relates to where they are in the buying stage. So when we think about passing a lead to sales, we need to look at fit, interest and timing (or buying stage).
- We also changed our lead scoring model from MQLs to MQLAs by overlaying account score to demographics and behavioral signals Now we’re looking at each lead from the point of whether they have the right demographics (VP of marketing v. student); behavior (are they engaging?) and account fit (do they come from the right account?
- Regardless of who follows up on leads, Sales need a way of prioritizing the volume. At Marketo we use our MSI tool (you see a screen shot here) that plugs in directly into SFDC to help with prioritization. This is what it looks like to the SDR or Sales rep inside CRM Interesting moments show the lead’s activity, so they can have a more relevant conversation This is how we help focus the sales rep on the hottest leads AND enable them to be more effective when they do connect with a prospect or customer
- each account will have its own ‘account details page’ sales team use this dashboard before going to that critical meeting with customers
- We help thousands of organizations like yours win more. And we can help you do it, too.