Selling Account-Based Marketing (ABM) Internally To Your Organization

Editor's Notes

• #7: Use this slide to share the ROI calculations that you derived using the companion excel asset provided with this powerpoint deck
• #15: As organizations begin alignment, they sometimes encounter objections or resistance. Being prepared to handle these objections will help smooth the way for alignment. Let’s look at some potential objections. Common objections from Marketing focus on the ability to connect with Sales to build the initial list of target accounts, the level of investment it would require to develop the marketing programs, and how building an ABM strategy will add even more work. The first objection is perhaps the most important to overcome as not having a common target account list could impede your ability to develop an ABM strategy. If getting a full company alignment within Sales and Marketing is not possible, then find a different place to start—perhaps a sales rep or the sales leader for an industry or region. You can prove out the model and then work to expand it more broadly within the company. Overcoming the next two objections call for changing people’s frame of mind when it comes to ABM. While it might seem like developing and implementing an ABM strategy will involve more investment or work, it is actually a much more focused and efficient way to work. The resulting leads are more likely to convert to sales, and you therefore spend less to generate more revenue and can be more focused with your programs and campaigns because each one will deliver more-qualified leads. Common objections from the sales side focus on the potential loss in leads. While the target list is the main focus, it doesn’t mean that anything outside the list is completely forgotten. Sales can still respond to inquiries that come in from companies outside the list, but they won’t proactively seek them out. Additionally, while the number of leads might be reduced, there is a better chance of hitting and surpassing revenue goals because more of the leads that Sales gets will convert to customers. The objections we’ve discussed are quite common, but with a true understanding of ABM, it becomes clear how to manage expectations from a pre-ABM environment.
• #19: Keep only what is relevant [per month, quarter or fiscal year]
• #20: Speaking Notes: Bullet 1: This assumes you have one. If you don’t, focus on building the list first. Bullet 2: (account identification, attraction, engagement, conversion, closing) Bullet 3:
• #22: Speaking Notes: Bullet 1: Think about your budget structure. Are your processes ready for ABM or do they need adjusting? What about your tech stack – do you have all the pieces you need to track and target accounts? What channels are already ABM enabled vs which are not? Bullet 2: Focus first on insights to understand where you should start your work. Do you have the insights you need to make decisions? Before jumping into campaign execution, develop insights and benchmarks to drive your strategy. Bullet 3: Focus first on insights to understand where you should start your work
• #24: Speaking Notes: Bullet 1: Decide what the most important approach is for using this budget since it is probably limited compared to other line items
• #25: Speaking Notes: Bullet 1: Since Marketing spends heavily on generating demand, Sales can partner to get access to insights into Marketing’s activity
• #26: Speaking Notes: Bullet 1: Take a hard look at what’s working, what’s not and how things can be optimized