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Account Based Marketing - SiriusDecisions - January TCOMCUG
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Transcript of Account Based Marketing - SiriusDecisions - January TCOMCUG
Eloqua User Group January 27, 2015
Account-Based Marketing
About SiriusDecisions Background
© 2014 SiriusDecisions. All Rights Reserved
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Members Receive:
• Dedicated account team
• Research portal access
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Adv
isor
y S
ervi
ces
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Account-Based Marketing
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SiriusDecisions Advisory Services
© 2014 SiriusDecisions. All Rights Reserved
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Who We Work With: B-to-B Executives
© 2014 SiriusDecisions. All Rights Reserved
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Select Client List
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What We Provide
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Account-Based Marketing Why is Everyone Talking About ABM?
© 2014 SiriusDecisions. All Rights Reserved
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ABM Simplified
© 2014 SiriusDecisions. All Rights Reserved
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High-Level Research Agenda – Account Based Marketing • ABM Strategy
• Account-based marketing options • Account selection
• ABM Planning
• Defining ABM goals • Goal and plan alignment with sales • Sales enablement for ABM • ABM templates and tools
• ABM Insights and Data
• Insights and data requirements • Segmentation and profiling options • Contact/account data management • Third-party resources
• ABM Execution
• Communication with sales • Tactic mix for ABM • Cross-sell/Upsell • Sales-sourced demand support • Pipeline acceleration • Events for ABM • Inbound/Digital for ABM • Marketing automation for ABM • Large/strategic account marketing • Named/industry target account marketing
• Customer Experience • CX roles and investment • Customer lifecycle definition • Experience mapping • Customer role definition • Customer on-boarding • Customer feedback (Voice of Customer, Loyalty
surveys)
• Customer Marketing
• Customer marketing structure • Customer success team support • Communities/forums • Customer events • Customer lifecycle nurture • Customer engagement/adoption • Executive engagement
• Customer Advocacy
• Advocacy staffing and investment • Advocate sourcing • Advocacy asset strategy • Reference strategy • Advocacy for demand creation • Advocacy for customer marketing • Aligning advocacy with marketing planning
• Measurement and Reporting • ABM measurement and reporting • Customer marketing measurement and
reporting • Customer experience measurement and
reporting • Analytics for customer lifecycle
• Technology and Services Coverage
• Reference/advocacy management tools • Enterprise Feedback Mgmt • Portal/community vendors • Account profiling/contact data • Customer experience support
• Benchmarks and Audits
• ABM Maturity Audit • ABM Skills Audit • Customer Marketing Maturity Audit • Customer Experience Maturity Audit • ABM/Customer Benchmark
© 2014 SiriusDecisions. All Rights Reserved
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Account-Based Marketing Models
ABM Types
ABM Process Framework and Toolkit ABM Measurement
Customer Lifecycle Framework
SiriusPerspective:
© 2014 SiriusDecisions. All Rights Reserved
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Large Account
• Very small number of large existing or targeted accounts
Named Account
• Moderate or larger number of defined existing or targeted accounts
Customer Lifecycle
• Moderate or larger number of existing customers that receive differentiated outreach
Industry/Segment • Any number of new or existing accounts in
same vertical or other specific segment
The SiriusDecisions Account-Based Framework Different companies use the account-based marketing label differently;
how to execute depends on the objective.
Account-Based Models
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R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
Why Do SiriusDecisions Clients Invest in ABM?
• Ensures attention is given to top prospects/customers • Defines growth and timing based on account specifics
Keeps focus on best growth opportunities
• More efficient with a defined universe • Balances demand and sales enablement
Supports sales reality
• Linked to greater customer satisfaction and retention • Customers experience less noise, respond at higher
rates to more relevant outreach
Delivers customer-centric experience
R: 0 G: 51 B: 89
R: 128 G: 153 B: 172
R: 204 G: 214 B: 222
R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
ABM Supports Two Types of Account Goals
• Goal aligned to a specific buying cycle, new or in-progress • Can be net-new win, cross-sell or upsell within a specific
buying center Opportunity Goals
• Goal aligned to developing a positive environment within the account or a specific buying center
• May be to improve a current situation or to develop new relationships
Relationship Goals
Marketing Makes Different Contributions to Accounts SiriusPerspective: Sourcing pipeline may not be the primary expectation of marketing; ensure measurement reflects priorities.
Large: Strategic/
Enterprise
Named/ Territory
Small/Midsize and Non-Named
Account Type
Enablement >40% Demand 30%-40% Reputation <20%
Demand >40% Enablement 20%-30% Reputation <20%
Reputation >40% Demand 30%-40% Enablement <15%
Pipeline KPI Averages
Typical Program Balance
Influenced: >75% Sourced: <10%
Influenced: 60%-75% Sourced: 15%-25%
Influenced: 50%-60% Sourced: 25%-45%
R: 0 G: 51 B: 89
R: 128 G: 153 B: 172
R: 204 G: 214 B: 222
R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
ABM: What Sales Can Expect From Marketing
More marketing assistance with account planning process
More marketing- supplied sales enablement to identify, qualify and support opportunity development
More marketing activity designed to increase velocity of pipeline
R: 0 G: 51 B: 89
R: 128 G: 153 B: 172
R: 204 G: 214 B: 222
R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
What Changes in an Account-Based Model?
From To
Data and insights
• General, market-based • Sales and marketing share little data
• Account- and contact- specific context • Marketing and sales collaborate on needs
Forecasting and planning
• Sales creates plans • Marketing is reactive and not scalable at
account level
• Shared so account marketing plans have proactive, scalable focus on sales goals
Demand management • Short-term focused • Generic service-level agreements (SLAs)
and lead definition
• Long-term focus • Account-level SLAs • Focus on specific accounts and
opportunity
Account management • Sales-rep owned • Limited marketing support
• Marketing enabled • Maintains communications with sales
account leads
R: 0 G: 51 B: 89
R: 128 G: 153 B: 172
R: 204 G: 214 B: 222
R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
Inform: What Do You Need to Know About Accounts?
Must Have
Account Industry
Account Buying Centers
Wallet Share
Sales Goals by Buying Center
Stage of Active Deals
Contacts Known/Needed
Really Great to Have
Key Initiatives/Needs by Buying Center
Relationship Status
Relationship Map by Buying Center
Extra Credit
Growth Trend
Competitive Environment
Contact Engagement History
Account-Level Attributes Buying Signals
SiriusPerspective: B-to-b buyers are engaging with sales reps later in the buying process, forcing marketing and sales to adjust their roles.
ABM Supports Non-Sales Led Aspects of Buying
① Loosening of the Status Quo
Vendor Selection
Phase
Solution Phase
Education Phase
② Committing to Change
③ Exploring Possible Solutions
④ Committing to a Solution
⑤ Justifying the Decision
⑥ Making the Selection Point of Prospect Intersection with Rep
Marketing
Sales
Marketing Is Taking the First
Sales Call
R: 0 G: 51 B: 89
R: 128 G: 153 B: 172
R: 204 G: 214 B: 222
R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
How Marketing Measures Success in ABM
Account Insights New Contacts Successful Planning Sales Utilization Account/Contact Activity
Early Progress
New Pipeline Existing Opportunity Progress Relationship Development
Initial Outcomes
Revenue Growth and Retention Increased Loyalty and Advocacy
Long-Term Value
Focus on the Customer Customer Marketing, Customer Experience, Customer Advocacy
Customer Marketing Is a Priority for CMOs SiriusPerspective: Marketing roles are emerging as a result of changing buyer journeys and sales needs; new roles and skills require planning.
“Social media is a skill every marketer should have.” “The customer experience begins before they are a customer and kicks into high gear once they become one.” “The investment in marketing technology is requiring a new skill set in marketing.”
Digital Marketing
Content Marketing
Marketing Technology
Customer Marketing
Social Media #1
#2
#3
#4
#5
Comments
R: 0 G: 51 B: 89
R: 128 G: 153 B: 172
R: 204 G: 214 B: 222
R: 122 G: 184 B: 0
R: 189 G: 220 B: 128
R: 228 G: 241 B: 204
R: 0 G: 115 B: 207
R: 128 G: 185 B: 231
R: 204 G: 227 B: 245
R: 99 G: 177 B: 229
R: 177 G: 216 B: 242
R: 204 G: 227 B: 245
R: 97 G: 99 B: 101
R: 176 G: 177 B: 178
R: 223 G: 224 B: 224
R: 224 G: 82 B: 6
R: 240 G: 169 B: 131
R: 249 G: 220 B: 205
R: 240 G: 171 B: 0
R: 248 G: 213 B: 128
R: 252 G: 238 B: 204
Customer Advocacy Is the New Demand Creation
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Time
Leve
l of I
nter
actio
n
1. Awareness 2. Consideration 3. Purchase 4. Ownership 5. Repurchase
If post-sale experience is negative…
…this mountain becomes steeper.
SiriusPerspective:
© 2014 SiriusDecisions. All Rights Reserved
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Define Customer Lifecycle Stages – and Needs Customer experience investment is more successful when it is
anchored around a common definition of what happens after a company buys.
Thank You! Questions?