Account Based GTM: Turning Strategy into Action

um hi everyone I'm Anna I'm going to be your host um just a quick note we figur we realized we have a lot of content for just an hour so we'll be really flying through those flying through those slides and if you will have any questions we have the Q&A open and uh we'll try to make sure that we answer any questions if we don't have time during the webinar we'll make sure to follow up um this webinar is also going to be record reced if you want to access it later and I'm pretty sure we are going to host it somewhere so um if you found the time to join us live thank you so much if you are watching the recording right now we're just saying you hello real quickly um okay so today we're going to talk about account based goto market and we will cover uh a lot of things and I'm also joined by an amazing uh team of

marketers here uh I was making this joke before we have like 45 years of experience between us if we could have you know uh just retired at this point um so Steve Alex Davis and Tanya thank you so much for joining me and agreeing to share your insights on account based go to market and uh strategy and we are uh going to introduce ourselves as we as we go through our parts of the presentation so what we are going to cover today um is audience selection segmentation and prioritization alignment with sales but think think less meetings with sales more dashboards that they use uh we'll cover budgeting and forecasting something that we all have to do and Tanya is going to share an amazing like tactical really in the weeds Playbook that you can steal she agreed to it that you can steal if you want to do and if you want to implemented in

2025 and I'll be your F first Speaker talking about audience selection so again my name is Anna I'm a head of ABM at INF fluu I think my title might be a little bit might need a little bit of adjustment because I'm actually responsible for everything to do with outbound so it's ABM and sdrs and we we are working together on pursuing the accounts and really actively pursuing them and converting them for our company so if you ever been to any of my events you know that the next slide is a meme today we're playing who wants to be a marketing millionaire and we only have one questions one question and no prize so When selecting an audience for your marketing program it's important to look at conversions into and we have four options that's Happy customers customers mqls or S's and we don't have much time so I'm just going to tell you the answer the answer is Happy customers and I know that as a marketer you'll be like well

we already have an ICP okay but ICP is a very broad term and you also might feel a little bit of resentment maybe not just a little bit because a happy customer is such a complex term and state of an account that marketing doesn't really have all of the power to influence but because we're talking about account based go to market you will need Buy in from your entire organization that means that all of your programs you need to have some proof that all of your programs are actually benefiting and are built around strategic growth goals of your company and when your AES are happy with the accounts that you're bringing when your customer success is happy with the accounts that you're bringing that's when you have the buying and that's when you have the organizational change and that's actually something that we've done because I think you know many of us marketers have fallen into the STP of actually measuring our results too early

in the funnel because we need to do it to be predictable right but because we're measuring our results and focusing on results too early in the funnel that means we might be optimizing our programs to create a revenue bucket with holes in it because we're just not looking at the entire customer Journey um that we need to take into account and the approach that I'm preaching here has a lot of benefits actually because first of all it's based on your own data that means you actually have proof you have you have information that helps you make an informed decision when you move to this it maximizes the LTV and it means that your marketing growth becomes a lot more predictable uh it also reduces any like wasted efforts on accounts that are not the right fit for you that are not going to be a happy customer and you won't be able to ret as much and one of my favorite things is improved messaging so

as a marketer when you pinpoint your focus on a customer profile on the ICP of the ICP I want to call it um when you pinpoint your uh focus on them you really know the pain points that they care about you really know the problems that you're solving and they really value what you're offering so you will be able to have a much more relevant conversation that will lead to a higher conversion and we've done this analysis and I'm going to be honest this was an easy choice for me because we analyzed all of our conversions and different types of accounts different profiles were converting into a customer at the same rate so I just had to figure out how to focus on the ones that are going to retain our customer success helped us figure out the metrics uh for the profile well the signs you know whatever uh for the profiles that we want to attract and for us that was the maturity

of the accounts so once we figured out the level of the maturity of the account that we need to go after we know that we are going to be a lot more um successful in retaining them but you might end up in a situation like the scoot parot on a tennis ball when you realize that the Sweet Spot accounts the ICP of the ICP are kind of harder to to convert so you need to figure out with your um entire organization with your CEO probably well it depends on the size but you need to figure out a healthy amount of strategic accounts that you're looking to convert and the accounts that are easier that are just coming to you know for a healthy Pipeline and revenue and but there is a window of opportunity because you can map the buyer journey of your sweet spot account to actually optimize for Success so you can go and adjust the channel that they coming through maybe invest more in there you can improve your messaging be more relevant you can fill in any

content gaps that you might have I mean I'm pretty sure you know how to how to scale up a channel that you think is successful so let's move on let's um pretend that we all know our the ICP of the ICP and I'm going to tell you how you can narrow down even more uh within the accounts that you've selected so I'm pretty sure we are all familiar with uh the concept of account versus the buying group I didn't want to come up with new term another new term for marketers so basically you assume that you know who your buying group is because those titles and those personas are associated with the opportunities that you have but what we did we went ahead and we actually um identified the titles the seniority and the personas who lead to a closed one opportunity so for us that means that marketing and sales development we are going to really

focus on those green titles that means budget allocation that means priorization or Outreach that means messaging that means creating content so that really helped us figure out where to put which basket we put our eggs into because before that we were like okay we know who uses us we know who's in the opportunity we know we have to talk to them but turns out if we convert them in the first place they are not the perfect Champion to take the deal over the finish line for us so this is something that I suggest you guys also can do and wow I'm being really fast okay so key takeaways here is first one focus in high OTV accounts second one is focus on your sweet spot buying group your um your best Champions and third is the most important one is that you need to design your program around company's growth targets um because otherwise you will end up with just an account based

marketing initiative like a project you won't end up with account-based goto Market strategy and approach um and the next speaker wait let me check Davis you're next you're up let's go thanks so much Anna um what's going on everybody for those who haven't met my name is Davis CEO at for Jax we are a B2B analyst firm that specializes in account-based GTM now the two pieces that we're going to be that that I'm going to walk you through here are segmentation and prioritization now before we even get into the slides so many organizations do not have a distinct definition or it's really cloudy in terms of you know the the the differences between segmentation and prioritization so this is a huge gap but it is massively important for your account based go to market strategy so Anna if you can hit the next slide

please so before even getting into you know the actual specifics behind doing the prioritization or segmentation it's really important to have your ABM deployment models defined so I'm sure you all are familiar with the classic pyramid with one to one one to few and one to many and the challenge with this is that came out in 2016 so it's eight years old almost n years old and it doesn't truly reflect what is happening in being practiced in market today one of the things that we've been working to do U not only this year but this is our long-term goal over the next decade and and decades is to build the world's largest benchmarking database so we have tangible examples and we're going to share one later in in a few slides uh that have the examples of how

these organizations are doing this so the way in which we broke this out is first you have Enterprise ABM so this is your one to one and one to few the definitions of those being one to one is a full dedicated campaign just for one account so extreme high in terms of the resource allocation and the effort the energy that goes into those accounts for example uh was catching up with a with a practitioner a few days ago and she is only covering four Accounts at a time that is it and a lot of the other practitioners on her team are covering three and she even feels overwhelmed with the four so that is how much is going into that one: one where the one to few is 25 accounts or less in a cluster based approach so these again still very much a high goto Market

priority in terms of the accounts that are selected and then growth ABM this is where you're able to get the scale so each of the different tiers uh really dictate how much uh resources energy effort are going into the account so tier one being the highest go to market priority tier two being the mid tier three being the scale so this allows you to get that that coverage of 50 hundreds thousands of accounts uh and having this distinction is really critically important um and when you look at Enterprise ABM this is typically deployed where organizations have high enough ACV so 250k and above usually you'll see multi-million dollar deals uh with this and then grow ABM this is the underlying deployment model that we see the majority or or you know the the overwhelming majority of BB organizations deploying across their go to market so now that we have have these

deployment models when when we break down the account segmentation so Anna if you could jump to the next slide when thinking about how to properly segment uh it is different across the deployment model models so first getting into the segmentation this is something that you know should should be occurring from a from a overall goom Market strategy standpoint not just a ABM program or a demand generation program this is this is fundamental to the business so your product teams should be deeply involved sales teams all revenue teams and you should be working to identify what the segments are so segments could be uh industry that's usually the most popular that we've seen product Market category so for example here we have automotive industry um and actually getting into the data behind what

industries are the most important uh is is crucial and we're going to share that in the next slide but you have to Define your segments and segments are really powerful for growth ABM when you have that scale and one of the biggest differences is when you start getting into Enterprise ABM so that one to one or the one to few one to few 25 accounts or less in the cluster that's when the micro segments become important so it wouldn't just be oh for our one to few campaign or our one to few program we're going to go after automotive industry so in those dedicated clusters we're going to have you know just a bunch of bunch of accounts from this industry overall for example in the in the one to few you would dig another layer deeper and look at the micro segments so it would be maybe we've identified sports cars or

electric vehicles are those micro segments that fall under that underlying segment and when you have those 25 accounts or less in that cluster you're able to create repeatable content uh repeatable messaging that allows for that scale um so having having the distinction between segments and micro segments very important and then Anna if you could jump to the next one when thinking about how to actually analyze your data and create and understand which segments from a data driven perspective should we be pursuing as a go to market we strongly encourage doing a revenue growth analysis so step one collecting all of those various data points so you could even take a a spreadsheet and say all right here are the six different Industries for example that we're considering pursuing we

believe that our our product or our service is perfect for them so in a spreadsheet adding those different Industries at the top column and then all of these different pieces of criteria Gathering them for what your organization has for each of those Industries so maybe it's uh Automotive manufacturing energy utilities technology and software for example in that data analysis side over on the right so once you have all that data and you have uh you know each it for each of the industries then defining a weight so you're able to put an actual weighted segment score for each one of those pieces of criteria and at the end the output is you're going to understand okay for all of these different Industries or segments that we can pursue these are the ones based off of the data backed analysis that we should be going after and you know not just

looking at the data this is also a piece where you want to analyze the market include sales insights marketing insights but having having at least this as a baseline very important and so that step two on the data analysis side the green ones are representing okay these are the ones that we really want to pursue yellow is also important but didn't quite hit the same criteria standards as the other three and then Financial Services Healthcare Life Sciences in this example those would be you know hey our our data didn't really back that this is something that we should be putting a lot of resources and energy into so now that we have our segments we know either the the industry or broken down into the micro segments what those sub Industries should be how do we effectively prioritize all of those accounts that Anna had created in her Target account list those icps how do we

prioritize where we're going to place them and by place them in that either Enterprise ABM or growth ABM deployment model so first off this is not something that you as a marketer should be doing in a silo uh but bringing in all the other teams so if you have if you're going after expansion accounts you'd want to Loop in your customer success sales is absolutely going to be important throughout the entirety of the process when thinking about uh you know the certain criteria to leverage for actually determining where the should fall we have some examples uh over on the left side so pieces like account fit relationship depth go to market engagement touch points buying intent signals taking all of those and waiting them to help understand all right these are the accounts that really make the most sense for us to put more resources

and energy into and and and vice versa in terms of even on the disqualification where it's hey these are in the industry or maybe they're in the in the sub industry but it doesn't quite make sense for us to place them uh either on our Target account list or in a higher tier or in one of the growth ABM or the Enterprise ABM one to one or one to few uh deployment models so one last thing for this slide as well when thinking about Enterprise ABM the one to one or one to few that is much more manual in terms of the inputs and the discussions versus the growth ABM which is that tiered approach where you're able to get the scale across hundreds thousands of accounts that is where you'll most likely be leveraging much more of a technology-driven approach so in a six sense in a demand based one of those platforms uh can really help this one G gonna go over the slide

really really quick um basically just just highlighting you know okay when it comes to the prioritization how much investment you're putting into the accounts how much personalization from the go to market standpoint Enterprise ABM far greater growth ABM depends on on the tier so what does this look like when you bring it all together we have the prioritization based on deployment model so you can see the segmentation where if you look at Enterprise ABM and we kind of go go from the top down for one to one you have for example you're covering four accounts and those are the actual companies themselves so if we were taking uh the sports cars for example from the automotive industry you've got Ferrari Porsche Lamborghini ASD Martin um and then when you look at the

other I was going too quick on time I'm like Oh shoot no no it's fine I miss click um one to few segmentation those are the the you know the sub Industries or the micro segments 17 accounts being covered the growth amm as you can see those being the actual segments or the industries themselves in a much higher degree of accounts covered um and then the go to market resource allocation as well you could see you know Enterprise ABM 1:1 gets the highest down to growth abms TI three has the lowest deployment of resources energy effort and time and here's a a quick snapshot of a Playbook where you can see you know from the growth ABM perspective each different tier is allocated a certain amount of resources from a tactical deployment

standpoint do you guys want to screenshot it I would I would I'm stealing this um do you want to move on to the next slide yes please yeah thank you oh that's it okay that's that's it okay okay now we're moving on to putting sales into action Alex the stage is yours I'll do I try to do better this time with the slides no I was just laughing because I was actually taking a screenshot so oh you were I was taking notes and yours Davis and yours too Anna so thank you I'm sending the recording to everyone um so thank you guys for that um so my name is Alex papis I'm a senior ABM manager over at benify now a cyber art company um I have about eight of those 45 years I think uh that Anna mentioned in terms of experience and so I have um stood up camp or I've stood up AVM programs from um kind of the groundup or scaled them um where they had an

existing program and needed to to scale that um worked across fintech um cyber security and Healthcare Industries and so um one of the things I love about this role is the opportunity to partner really closest with sales and um I think the the key word here is action um I think when people hear sales alignment people think okay we're just going to sit down and you know write our our shared goals and meet once a week and talk about them and that's that's not it that's not going to do it and so this is really about how you put it into action if you go to the next slide we'll kind of get into what we're going to cover um sorry I was going to say it's putting sales into action without going to a couple of therapy together well said well said um so we've done a great job here of of covering the foundational work um looked at audience selection the Strategic account teering the segmentation um these are essential inputs to any go to market program and

and what I love about working with sales is that it really helps bring these inputs to life and bring the go to market strategy to life in the field um and a couple ways we're going to and get that alignment and putting sales into action is helping them focus and prioritize the accounts um that we want them spending their time on sales time is very valuable we want to make sure that um it's in the right place oops let's back up one more please thank you um we're going to make that data avail able and digesti to the team um we have all these incredible inputs and when you can identify in market accounts um I think there's almost a misnomer there that okay we have this great data we've given it to Sales now they're just off and running with it right like now a lot of it is are we making it proactively available how is it being digested by them and then are we actually enabling and providing the resources so they can take action on I see what's happening at my account I know what it means I know what to do and I know the tools and resources

at my disposal to help me me make this come to life um and that's really essential because no matter how good a fit an account is or how in Market they might be whatever the signals are showing if sales is not taking that timely relevant action then all the program is doing all your company is doing is just leaving a ton of Pipeline on the table and we can't have that with any successful go to market strategy so um the first step in this is building trust with your sales team and if you're going to build trust with your sales team I have to know that who they're asked to work um is in fact in Market oh sorry we go forward one more um and I'm a firm believer in the 955 rule for those unfamiliar with the 955 rule it states that about only 5% of your your book of business again no matter how good a fit they are against your program goals are going to be in market for your solution at any given time uh this definitely lends itself more to uh what Davis was talking about for the the

growth or maybe bleeds a little bit into like the one to few space but um I would say when you have your total Universe of who you're going to sell to you've done your segmentation and your account selection you have your total adjustable Market focusing your sales on those accounts that are showing buying signals is the first step um now buying signals can can live in a lot of different ways but where we've seen success is um identifying two main pieces of data that help illustrate buying signals the first is intent um intent can come in a lot of forms I know it's kind of a term that gets thrown around a lot um we use demandbase over at veny um and whether you're using Zoom info demand based sixense bombo what have you right it's not just about surfacing keywords that are around your industry or your company or competitors um it's about capturing the right mindset in account and the way you organize your intent is really really important um one of the ways that we do it is we organize it by use cases

as well as pain points and uh motivations that we can help identify proactively at an account so it's not just enough for them to be intent to learn you know are they just doing some Tire kicking around a particular topic that's great but does it really mean they're in Market probably not and can you really position yourself to add value to that conversation um when you can use the intent to help identify that mindset you know what they're digesting online from these third party sites um you can make a more informed decision about what they care about and help position yourself um as adding value to that conversation so you're really meeting them in the market where they are um the other side of this coin is your first-party data uh that usually is how we classify our engagement um engagement is the time being spent with your company and again this is this is hyper important and it maybe feels a little bit obvious you know hey they're spending more time with you that's good right um not all time is you know created equal here so um you know are they actually engaging with your campaigns are they spending um

high volume and high frequency on your most important pages are they watching your webinars on demand are they attending your events Can you capture that and couple it with um your intent so that you understand not only are you a trusted partner and they're learning from you but you can now properly tie your solutions to use cases and motivations that you know they care about because you've married that up with your intent and so when you look at combining the mindset if you go to the next slide you kind of see the marriage here um not in couples counseling but um the intent when you're capturing that right mindset and marrying that up with the right um time spent with your company you identify who needs you now and and the big kicker here is you're not just identifying that they're in Market you're identifying what they are likely in market for and you can be proactive in that it's not enough just to be first it's also really really important for the sales team

to be the ones that are having the most relevant conversations here um there's a lot of data out there that supports why it's important for us to be proactively reaching out to these accounts especially when that one to few or one to many growth but um if you go to the next Slide the the biggest thing around having these inputs is that if you just listen to an account through the engagement and through the intent and you know what you're looking for it will tell you what they're likely interested in and this is where you can really get buying from sales because nobody hates cold calling more than sales right when you are understanding you have a better idea of not just what they're in market for um who would likely care about it and um how you can add value that's not just a better experience for the prospect that you're talking to or even a customer if you're if you're doing a cross cell motion that's a better experience for your sales team that's a more productive conversation that they're having that's tied directly to their goals and so marrying those two pieces together and bringing it to life is is really um kind of the Crux of

having those two data inputs so making that you have this great data right um now it's like okay it's not enough just to have it how do you make it available to the team and make sure that they are digesting it and and understanding what to do with it my first dieh hard rule for this is don't make them have to find the data find a way to proac serve this up to them and it kind of this kind of goes into rule tool a little bit here but um fit it into their weekly or daily processes um what I mean by that is if you want them to start working a book of business and prioritizing certain accounts based on these buying signals one of the ways we do it is we have a weekly email digest that goes to them every Monday that helps them organize their week some reps really really like that some prefer real-time slack alerts and things that are available through a lot of the the major ADM platforms um some of them like to work directly out of their dashboards find where it fits but make sure that it fits into their process and you're not asking them to learn something new and that it is augmenting their existing

efforts um the third rule here is maintaining visibility into what sales sees I think I I maybe I've mentioned this before but um the fact that the data is now available to them I think like there's there's a lot of programs that just say okay well I've given this data to you you know what to do with it off and running right go go do your thing um in and in reality like that's not a good partnership like I don't imagine any partnership would work well that way and um maintaining visibility into what sales sees not only allows you to be proactive in speaking to them about what's working um what are challenges or questions that they're seeing in the field it allows for that kind of ongoing optimization because you guys are seeing the same things and you're speaking sales Language by doing that you're not talking to them about oh they got this much Impressions or you know this you know campaign members and this and that a lot of times they don't care like sales doesn't care how many Impressions your campaign got want to know how they can turn it into meetings and opportunities and pipelines so the better you can translate that for them um the more effective they'll be and the more effective the program will be so

what does this look like in the wild um here's an example of one of those weekly um account digest that we have uh this can also live as a dashboard um you know if you want to do this in Salesforce lightning but our team kind of preferred to do it via um their own email digests and it's organized in a way to help make this data Digest suble so first off is where are they at in their Journey stage this helps kind of validate that they're in Market this is specifically for new logo but you can also do this for crosso so on the far left when you're looking at this it's organized and saying okay we're validating that they're in Market based on their Journey stage that they're in and then how many days have they been there how recent is this are we taking action in a in a timely manner um that kind of helps them Focus their efforts first then they can understand what kind of time is being spent with our company where are they showing interest have they been showing interest in a particular area where can we start aligning that um you know what are the top um traffic Pages campaigns are being a part of help paint that picture for them so that they're not going into this blind then the intent piece that we have

here we can kind of this is how we have it organized around our Solutions is what are some of the use cases that are maybe surfacing around our particular products that we can then tie to the interest in the time being spent with us um and when you use that they can now say okay well we're not just talking about product a we're talking about product a solving a particular thing around automation or visibility or uh policy and governance right and they can now position that solution in a way that's more relevant um the last part here is is around people like finding the engaged contacts and um we had an issue that we were addressing early on where our sales team was doing um kind of database augmentation on their own manually two to six hours a week per rep um not only did they hate that but that takes away from them having to achieve their quota and their goals right so if you can proactively service any um serve up any of the engaged contacts who is already looking at our stuff who is already a part of a campaign and how do

they map to the buying team that gives them a place to start and if they do need to augment at least they're thoughtfully doing it and not just blanketing the database with new context because they know they need to start just sending a bunch of emails out they're more thoughtfully approaching it based on not just the first party engagement but also the intent there's also kind of a need sometimes you might get pressure from leadership to want to roll this out more broadly across your entire team right I would say if you have the opportunity um work with a smaller pot you know they're often called tiger teams this allows you to kind of work out the Kinks and understand how it does fit into their um their processes and uh come into it knowing what you have a narrative I think you know a lot of people want to come in and say Hey I want to work with the top performers because you know leader ship whistles to Winners and that's going to be their way in right often times you might run into the issue where the top performers don't want to adopt this because why fix what's not broken right and if that's fine you're not dead in the water if they don't want to work with this right off the bat right but if you do get them that's

great you have a narrative that says hey the top performers are leaning into this program they're finding more success more frequently easy narrative to sell in right um but what you might find with the not so top performers if you can get them to lean into this data is um not not only they likely more hungry because they're often looking to try to shake things up um they'll they'll lean into the data because of that and you can actually tell maybe a better more compelling story to leadership saying um hey after leveraging this program and focusing on the accounts that were in market and in these signals um you know their meetings booked increased by y%c and their pipeline is now at Z quarter to quarter um that's a pretty compelling narrative to say well you turn that around if we can get the rest of the team doing this we're going to have more predictable pipeline based on these actions and that's really what leadership cares about um the last part we're going to address here is is engagement enablement in the in the resources so we talked about understanding the processes and flows um you know how is their day-to-day where do they spend most of

their time and can you fit the data in there thoughtfully so that it augments their existing efforts again whether that's through a dashboard uh slack alerts um email digests what have you um know where it fits and know how it fits because that will help with the adoption also making sure that it's non-interruptive being proud of those uh flows and that it's augmenting an additive to their their their efforts right like this is something where sales might be a little sensitive and say like look I'm doing fine I don't need help this is not telling you to CH what you're doing or learn something new this is augmenting those efforts right the last part is don't um wait for feedback loops um it's great to set up and I definitely suggest setting up your standups especially with tiger teams but um talk about things proactively talk and and I think what helps here is that when you're talking about things proactively with them you're not blindsided by changing or shifting priorities on their end too like you can keep them in the loop of what's going on get a great feedback loop to optimize um both intent and and maybe how it's being

delivered um but if you wait for stand-ups a lot of times you know it's it's easier for things to shift on you and and you don't always get that Insight right away so um finally working with your enablement team if you have one um to bake this into your onboarding and ongoing training reinforcement um this has been really vital at Beni I would say um probably more so than anywhere else that I've seen because we really took it to heart and had a really tight partnership with our enablement team this is just a sample of some of the things that we did um exclusive training on with our sdrs and our AES around um the prospecting Playbook you know how to use this data what does it mean where do I um where do I use it and how um mapping in accounts buying team so understanding how to multi-thread where are those common threads of success that we've seen in the past and how do I focus my efforts there um Persona and Outreach personalizing we also use Tech Target so you know if there's a way to incorporate technology that you know your SDR leader wants the

team to continue to utilize can you also fit that in and make that part of the flow um we also did a gifting guide so you have a gifting program how does it fit who gets a gift how much when do you send it a lot of times you're not dictating this you're just demonstrating and providing guidelines around how to do this and a lot of times teams are really hungry for that so don't tell them like what to do just tell them how to do it and allow them to um kind of put this out there in the world one of my favorites are literal cheat sheets and guides as well um so it kind of is a tack on to the actual trainings you know this is where the constant reinforcement comes in trainings are great trainings are necessary and essential um but what do you have that's ongoing support there after the training um and you can see here a lot of these are are tangible assets that I've created for the team to have on hand um my favorite is probably the intent clustering because this really ties the intent into those use cases so when you see this at your account here's likely what they're

trying to solve for and here's what it means here's who probably cares about that at the account and then here's helpful Snippets talk tracks messaging that you can align to that to make your Outreach and your communication more relevant to them and more productive um got a lot of really good buying on that and it really helps make the intent itself digestible a lot of times intent can be very heav and um almost daunting you know we have well over 12200 keywords Associated we don't expect them to have to know all of them so how do you make it again digestible with like say five to 10 keywords associated with what you would be seeing at your account um really helpful putting this into action and and getting honestly valuable feedback from the team saying hey we're seeing a lot of this is this an intent keyword and then you're able to add it in there so um uh highly highly recommend organizing your intent this way so just quickly wrapping up here um number one build trust by helping them prioritize the in market accounts nowhere to focus their time is valuable um and illustrate those buying signals

to them in a way that makes that data digestible and available to them proactively and then never stop measuring and communicating and enabling the sales team look for the reinforcement look for the feedback loops and and look for ways to continue to provide the guidance and demonstration not dictation to them to help get that buy in all right Alex I'm definitely rewatching this we should have named it like how to fix your sales in five steps I'm G I can cancel it for this but when you were saying about uh guide gifting gifting guide I was like are you suggesting we should give gifts to the sales to follow our signals and I was like that's a good idea maybe this should work yeah we we do have a spith Incorporated that as well but uh yeah it was a uh a little bit different but now you got my wheels turning okay um great Steve um we are running short in time uh hopefully we'll be able to stay over a little bit but Steve moving on to your slides yeah no all good uh I'm gonna

walk us through four steps and I'm gonna try to do it in about six minutes so we can stay on on time now um so I'm Steve for everybody um that doesn't know me I I spent most of my career at Google uh running demand gen teams and recently went out building my own business and having fun with that and so I get to talk about the most fun part of marketing budgeting and forecasting it's probably also the most dense so what you'll see here could probably take another hour but this is just to give you an idea of how you might want to think through it and um create your own processes for how you're going to do that so first let's start with uh why right uh I we all have to budget we all forecast uh we might load it but I've actually uh learned to look at this process as a a differentiator for marketing inside any goto Market team so if if we now like we all know we're being tasked with um producing more sometimes less resources less budget if

you can really truly understand the unit economics of marketing and the programs you run and then apply that to how the business makes money you are by far on another level compared to others in the organization you'll get tapped by Finance leaders accounting leaders Revenue operations leaders you'll you'll just unlock another level of your career uh which has been my experience and why I I get kind of jazzed up talking about this stuff because it's so different than what we typically do on a day-to-day so we'll dive in uh the the first step is you're going to want to understand uh how how are you defining costs uh and this is typically in partnership with Finance depending on the the level of how Finance is looking at costs across the organization um this could change right but the way I've always thought about it is you've got direct costs and you've got indirect costs and so direct uh also sometimes known as operating expenditures indirects being Capital expenditures um

direct is a little bit more flexible right this is what you're spending in media in in channels um on content and creative and any tools that you might have or technology or or data that you've purchased I mean Alex just walked us through uh an awesome use of intent data uh Finance is going to ask you how how how efficiently is that data being used and is there a plus or minus on whether that's contributing to more efficient Revenue generation and so this process will hopefully help you uh answer some of those questions and then we've got indirect so these are um the the things like resourcing um benefits uh these are typically in in p&l and what Finance is looking at but as as the business right your CFO is probably looking at the total acquisition cost of the go to market and then breaking that down by sales and marketing and they're going to be looking at you know all of these things the Opex and and the capex so depending on what your situation is just know there's a place for first

understanding where your cost come from second we can now start to determine what the budget might be and how we want to allocate it and so since we're talking about account based go to market here uh more specific in marketing I I've I've personally experienced uh two ways of budgeting either top down or bottom up but each of those uh should result in determining what the goal is and so top down is where Finance comes to you they give you a number and they say this is what you've got figure it out uh typically I've responded and say okay well with what you've what you've given me here's what I can produce use uh from a from a pipeline and revenue generation standpoint but what what you provide there obviously needs to be validated and backed by a really strong model underneath and then Bottoms Up would would be in a more uh probably a more favorable environment like two years ago where budget constraints weren't as likely and what you are actually doing is working towards a goal so uh there

there might be say a hundred million dollar Revenue goal and marketing can say okay well with the efficiency we have today we can achieve that hundred million with X investment and the and the ROI will be y so we first figure out how are we going to get to uh get to our goals and then uh in the work that you've done to come up with that uh you can start thinking about allocation so with regards to account-based um there's three ways I think you can look at it one is at an account level so like Davis was sharing uh at the Enterprise is it tier one tier two is it more growth you you can determine okay we're going to put you know 40% into one to one 20% into one to few and essentially what you're doing is allocating at an account level right or you can say okay we have really strong Roi economics on our LinkedIn ads or this particular channel so we're going to allocate budget to that channel and then within the channel we will you know kind of secondarily allocate based on accounts and that's

you know obviously some channels apply to certain accounts so you can kind of figure that out as you go or it might be at a tactic level so uh let's say you like we were talking about gifting right let's say you have a gifting program that's a that's a tactic uh you might want to allocate certain budget to that tactic because you know there's favorable Roi based on historical performance so think of this stage as like this is your this is your Baseline we've got our budget we know how we're going to allocate it the next step is okay what are we going to get from that and this this is always the hardest part you can be the most advanced and the most sophisticated data science predictive you name it um but but at the end of the day I think it's a mix of data and a little bit of intuition and some assumptions and so the first is uh building the foundation for what your funnel is so what is your customer Journey um Alex shared a good one and then how does that apply to the funnel that you will measure um and then what are the metrics that you track within

that funnel so thinking from like each stage to from each stage to stage stage what are the processes in which you move potential customers from one stage to another and then how do you measure it number two is set a baseline on that so look back maybe it's trailing 12 months maybe it's six months maybe it's quarter by quarter because you want to see Trends But ultimately you you need a benchmark right so from stage one to stage two and even you know stage five to six Etc you're going to need a a a baseline for what you can expect from performance so then from there we can actually start to to forecast And so there's there's a number of different methods you can use to to forecast honestly I've used the most simple of just taking you know quarterly averages and then saying okay if I put if I put a dollar in based on all of these averages what will I get out from it um there's much more statistical methods as well i' I'd encourage you to research this or partner with a you know a data or Finance person um so that you're aligned

there and then what you're going to do is run forecast by each of those allocation methods so if you were to allocate by accounts what might the performance be by Channel what might it be and this going to give you a sense of different scenarios right and so ultimately you can go back to finance and say all right in this scenario you know we're going to come up short on our goal by 20% but in this scenario uh we can exceed the goal and then you know that becomes a decision for the business to make as as far as the um the threshold for achieving that goal so one one note on forecasting on the next slide here is uh I I highly recommend like having this defined so you might use a traditional funnel you might use the bow tie I've always liked the bow tie but but make sure this type of framework becomes uh what the the go to market organization aligns on and all of those stages all of the processes in between each stage the conversion rates the the Baseline performance like really get everybody in tune with those numbers and comfortable with that so by the time

you share the forecast asked you don't have people asking you questions like oh what is that stage like Define that or like how how did you get that number uh you want everybody totally aligned on that before you uh before you get to the next step which is uh actually producing some sort of artifact that you can use internally in the organization so if you're with you're with me so far we get to the last step which is uh you know some some kind of model basically and it can be a spreadsheet it can be more than that but what you're doing is just bringing all of that data organizing it in in terms of how your customer purchases from you and mapping it against all of the efficiency metrics and conversion rates so that ultimately this becomes a a proactive tool where you can put inputs in you can follow that through and then and then an output is is achieved in terms of the expected goal and so uh you know I think parting thoughts here would be you know you want to work with Finance on this uh you want to ask lots of questions about how they

operate understand their pain points because they're going to take all this information and put it into a hundred different spreadsheets and tools that they manage so you want to make their life easier um and I think sometimes you need to have a margin of error so I wouldn't I wouldn't spend too much time obsessing over getting each metric perfectly perfectly right uh I I used to like proactively say to leadership there's a 10% margin of error on this and and honestly most of them are okay with it so give yourself a little bit of leeway there if you have to all right thank you Steve stealing that too um Tanya you are it's your time to shine with your playback yeah so I think that I can do it in five minutes five seven minutes so let's go for it yeah so for those that uh don't know me so I'm Tanya I'm a B2B growth consultant and I specialize in ABM and today I'm going to share with

you a step bystep um Playbook that is actually a low hunging fruit and that many companies Overlook so the idea here is that after this me this this webinar you can steal this uh Playbook and then you can plan you can add it in your planning for 2025 yeah so as an AVM consultant one of the common projects that I do with my clients is to audit the AVM programs and the thing is that I always spot Prett pretty much the same mistakes one of them is that companies consider ABM as a standalone oneof campaigns they just run or they typically run two or three campaigns um and if they don't work after some weeks or some months then they just switch them off so instead in in this slide uh what I recommend is to create Evergreen playbooks that align with our bi Journey touch points so this

is what you have right in front of you this is a wrap up of some mayn play according to the buet journey stage So today we're going to dive into the opportunity stage and then in the soul deals um Playbook what is really great about um about this this Playbook is that it is a low hunging fruit why so those are accounts that engage with our content they already know us we know their pain points we have a lot of information about them especially our salese they're intered in our product we have an open opportunity with them so why um why utilizing or activating this Playbook instead of a new logo so it is not one or the other is how we introduce this one um in other order to optimize the chances to Target

the account at at each stage of the buer journey on top of that display responds to a market reality that many companies are witnessing this 2024 and that is that sales processes are getting longer and more complex and we need more people and more departments to be looped in in the decision process what is the result is that everything is way more difficult and complex deals get stall um we we struggle to close deals we struggle to hit our Revenue objectives so how to go about it so we are going to use the multi threading um the multi threading concept I'm pretty sure that that's a concept that most of you know but just in case so if we move to the next slide so multi threading is basically about targeting different buyer personal of our um buying

committee or our buying group and typically in the past sometimes single threading used to could work and here there's um in front of you you have a um a report that I really like from user gems where we have single thread uh win rate that is often for them it is 7% but if we multi thread the win rate goes up up to 31% so the result of multi threading is four times better than single threading so when I mean multi threading is actually the Cornerstone of an Ava methodology so here I don't mean to reinvent the wheel that's something pretty straightforward when we are doing ABM but surprisingly when I audit ABM programs I rarely come across this this basic multi trining Playbook that I'm going to uh to walk you through

today so if we jumped yeah if we jump that one so that we we don't run over yeah so for this specific Playbook we're going to have three key principles the first one we're going to um run a multi Channel campaign um where we're going to utilize our current tchack so to make it simple and then we're going to be mindful of each stage of the bio Journey so let's go with the with the process map that you have right in front of you so first off we are going to identify a list of esto opportunities so here that I mean we'll do it in our CRM and it's really important to work hand inand with sales to agree on this then second we are going to create um our multiread ads so we can do it on LinkedIn we can do it using a platform like influ 2 um what's even best is to

combine both so that we can apply the multi the multi Channel principle so what does a multistring n look like so if we move to the next slide uh I'm going to work you through an example let's say that our key Champion has historically mean marketers but we found out that we include that if we include sales box we accelerate pipeline velocity and then we also increase win ratees so this multi threading um ad that you have right in front of you is about pulling in in the buying decision process the sales folks as well so hey sales team your company is talking with a ACME want to join our next call so thanks to this uh LinkedIn and influ to we will keep generating engagement and intent data that if we go back to the previous slide to the process map here in the third step yes that's perfect um

we'll keep generating intent data and engagement data as I just mentioned and then in the four step right below yes right there we are going to create we need to create some segments so that we can categorize our new contacts and our former contacts according to the engagement in intent label level so for sure we need to create our account content exor scoring model and Next Step we'll need to create more retargeting ads so if we move to the next slide yeah so another mistake that I often that I often identify in the aits that I do is that we keep serving exactly the same content over and over again so increasing a lot the frequency on length and ads for example so we need to keep refreshing or innovating with our

content pieces so like that we will serve different objectives we can for example have an objective to build trust uh testimonials here are really important to educate or to create demand um and also um more emot type of uh ads uh as the ones that we have here that are pinpoint specific ads um so one of them that is from Anna that I mean she actually does like a great job with pinpoint ads I always have them as an example so Tire of targeting the unknown so here that really points to that specific problem or struggle that most yeah marketers have um another one so ABX orchestration is to manual yeah so um so once again here it is not only about creating ads that serve different objectives but that allow us as marketers to move our

accounts and our contacts down the funnel so if we go back to the uh process map so it's the yeah so the step number 2227 so once we have uh served um our retargeting um ads and then at some point a contact in an account has attain a specific thres hole the contact is in market and then our comp our our our marketing say team can reach out to them so that's all for the for for this stall uh opportunities multi threading Playbook and I think that I did it on time seven minutes TR yes yes thank you so much Tanya okay guys I think we're done with the slides let me stop sharing the screen so I can figure out how to look at the Q&A uh yes you will get the slides after

the presentation there will be a recording um yeah I'll figure out how to send you slides okay people are saying that this is fantastic uh and yes we will send the recording uh uh yeah we're just getting kudos to us people are not asking questions guys I covered everything um okay uh people were having okay oh Davis you were taking care of it oh guys you were taking care of the questions great all right uh cool so thank you everyone so much for your time thank you for staying over for those who could uh we will follow up with an email to send you the recording I'll figure out how to send you the slides that won't be a problem and guys I'm really looking forward to creating any more content with you um also if you're watching the recording you have a question you can reach out to any of us in LinkedIn uh we'll be happy to chat with you and give you more

insights all right that's it for us bye thank you anone thank you