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1、Bringing Precision,Personalization and Performance to Customer Revenue Growth2 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDDespite advancements in data,analytics,and automation,B2B marketing leaders still wrestle with seeding and harvesti

2、ng the sales pipeline.Prospect identification,engagement and conversion efforts continue to yield poor results.All of this has led to millions of marketing dollars wasted on misguided customer acquisition campaigns(e.g.,“spray and pray”)that are expensive and dont engage receptive and predisposed ta

3、rgets.Efforts could be better spent on precision prospecting practices that cull value from existing customers,whether they be loyal,under-penetrated,inactive,defecting,at-risk and/or referral sources.The CMO Council found some advertisers have wasted more than 75%of their marketing on impressions t

4、hat failed to generate incremental outcomes.Even more progressive account-based marketing(ABM)strategies,which promise smarter targeting and better engagement,have missed their mark.Its time to move on from outdated,ineffective ways of drumming up demand.Greater urgency is needed to act on leads tha

5、t age quickly,languish,or are lost in the hand-off to pre-sales,direct or channel sales organizations for cultivation.If marketers wish to accelerate their demand-generation engine,theyll need to embrace a more intelligent model.Such a model can help marketers target B2B buyers in line with their id

6、eal customer profile,scale ABM programs,drive augmented actionable intelligence,compress engagement and selling cycles,and ultimately improve win rates and customer lifetime value.To this end,the CMO Council has teamed with WM America on a thought leadership initiative to advance lead revenue scienc

7、e practices through a certified Lead Evaluation and Assurance Process,or LEAP.The goal of LEAP is to optimize activities directed at lead acquisition through formal processes for qualifying,certifying and validating new business opportunities.3 Copyright CMO Council.All Rights Reserved.2023STRATEGIC

8、 BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDIn todays competitive data-driven environment,marketers should no longer be satisfied with paltry returns on their sizable lead-gen and ABM investments.Theres an opportunity to improve predictability and performance.Its time to turn the tables on in

9、efficient,ineffective,and outdated practices for anticipating,adapting and responding to customer needs and opportunities.THE SORRY STATE OF LEAD GENTheres something rotten in lead gen.Many new business leads that could result in sales are discarded or become obsolete.Only a small percentage of comp

10、anies effectively act on,nurture,convert,close,recover or re-qualify leads over time.The problem is that lead gen has become a volume game enabled by,of all things,technology.“Its made B2B marketers lazy and looking for the easy path,”says Mark Ogne,founder and CEO of ABM Consortium.“Not everything

11、should be scaled;perhaps the greatest effect of marketing automation is that its convinced a generation of marketers to believe that scale is a substitute for intimacy.”Another tell-tale sign of the easy path:generic lead scoring.Marketers should take a sophisticated and flexible approach to lead sc

12、oring.In some cases,leads from a campaign aimed at less mature markets should be passed on to sales right away.Marketers wouldnt want them stalled in a lead-scoring system because theyre below a certain threshold.“Buyer behaviours can differ across geographic markets.In some markets,buyers may not b

13、e as self-directed as others,and may not even know what keywords to search for,so a salesperson can help educate and guide them,”says Iris Chan,head of demand and growth for Autodesk APAC.“In those scenarios where greater education and guidance is needed,there may be value in passing the lead to a h

14、uman for interaction earlier in the buying journey.Another consideration would be to differentiate which types of leads would be handled by a sales development rep for further qualification and discovery,and which type of leads would be best served going directly to account executives.”Bottom line:M

15、arketers shouldnt simply rely on automation for lead gen,rather they should leverage technology features to build a smarter,more flexible lead-gen system.“In those scenarios where greater education and guidance is needed,there may be value in passing the lead to a human for interaction earlier in th

16、e buying journey.”Iris Chan,head of demand and growth at Autodesk APAC4 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDSUPERSIZED SHIFT TO ABMGiven such lead-gen inefficiencies,marketers are turning to ABM as a way to fully penetrate and lev

17、erage their presence in high-value accounts and multi-unit,holding companies.ABM lets marketers shift their focus from TAM(total addressable market)to ICP(ideal customer profile),which can lead to:With so many benefits in the offing,the migration to ABM began in earnest.In 2019,23%of respondents to

18、a Terminus survey said they had no active ABM program.A year later,the percentage fell to 5.8%.“Demand for ABM increased dramatically over the last three years,and right now about 80%of our campaigns are through ABM targeting,”says Lee Salem,vice president of sales at WM America.His company keeps ar

19、ound-the-clock track of buying signals and intent behavior of 75 million business professionals globally across 3,300 categories of product.MAKING THE SAME MISTAKESBut ABM has had its struggles,particularly among immature programs.An MRP Prelytix study exposed a litany of problems across targeting,m

20、easurement,and satisfaction.Here are the highlights,or rather lowlights:52%struggle to track and measure ABM results 75%dont know the best metrics to show ABMs impact 79%fail to produce overall satisfaction with ABM resultsABMIncreased engagementEfficient use of resourcesBigger average deal sizeMore

21、 data-driven insightsBetter personalizationAccelerated sales cycle 5 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDOnly 17%of marketers have mature ABM strategies,while 83%are struggling to find the perfect way to deploy ABM,according to Gi

22、tnuxs 2023 market data report.A third of marketers are still in the planning stages of implementing an ABM strategy.Many ABM programs either cannot measure results or report negative revenue impact,says ABM Consortium.“How can large-scale primary research still show that 75%of ABM practitioners cant

23、 create the impact they thought their programs should?”Ogne says.“For far too many,ABM scales the wrong approach and scales bad outcomes.”Truth is ABM programs tend to be too rigid in terms of whats going to resonate with the target audience.Fault lies mostly with marketers who spend too much time s

24、caling messages rather than customer data insights.They dont acquire an intimate understanding of the account with granular real-time sales intelligence across all facets,dynamics,and developments in the business.“What is their business like?What are their growth goals?Where do we align?”says Kim Ch

25、au,vice president of business marketing at T-Mobile.“Its the difference between positioning and messaging.If marketers dont know the answers to these questions,then they cant use ABM to the best of its abilities.”INTENTION-BASED BUYER MARKETINGSophia Agustina,who leads global demand strategy at IBM,

26、says its important for marketers to know who they are targeting,not only the account but each individual in the buying group.She cites Forresters five roles required in a buying group as particularly helpful:champion,influencer,decision maker,user,ratifier.“Companies need to know their target audien

27、ces within these roles and buying groups for ABM to be successful,”Agustina says.“The next challenge is identifying where each person is in the different buying stages and then prioritizing engagement.”Gathering actionable intelligence about a target B2B account,including individual members of a buy

28、ing team,to understand demand and deliver the right content to the right person at the right time is really the great ambition of modern forensic marketing.Its also a big challenge.“Problem is many companies have a demand gen or lead identification organization measured on a key performance indicato

29、r thats not very predictive of the true market presence of active demand,”says TechTarget CMO John Steinert.“Problem is many companies have a demand gen or lead identification organization measured on a key performance indicator thats not very predictive of the true market presence of active demand.

30、”John Steinert,CMO at TechTarget6 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDInfusing buyer intent data into lead gen and ABM can make all the difference.Intent data helps marketers distinguish between leads where someone merely showed i

31、nterest in a topic and leads where someone is part of a buying team trying to solve a business problem.With ABM,intent data helps marketers look inside ABM accounts for active demand.The rise in complexity in B2B buying teams and customer journeys makes intention-based marketing even more important

32、to get a clear picture of active demand.Consider these stats:“With that in mind,you need to understand the broad scope of your buyers behavior well beyond what theyre doing on your site and/or with your own content.Its well covered that the buyers journey is not linear a person isnt going to go thro

33、ugh your top-of-funnel content,check out the middle,go to the bottom,and then want to talk to a sales rep,”says David Fortino,chief strategy officer at NetLine.“The reality is youve got to interpret their behavior in totality to find out where the buyer is in their journey.”In other words,marketers

34、need to analyze a host of intent signals across multiple channels,from attending an hour-long webinar to visiting a webpage to sitting through a demo,to truly qualify leads.The absence of data(e.g.,only attending a webinar)should also be factored into lead scoring.Its all very nuanced and requires r

35、igorous testing.The average buying team has six to 10 members(source:Gartner)The team takes an average 32 intent actions at various stages of the sales cycle(source:Foundry)Buyer intent data now outranks purchase data as the most relevant marketing signal(source:CMO Council)98%of buyer activity occu

36、rs beyond a vendors own content(source:NetLine,an Informa Business)“Its well covered that the buyers journey is not linear a person isnt going to go through your top-of-funnel content,check out the middle,go to the bottom,and then want to talk to a sales rep.The reality is youve got to interpret the

37、ir behavior in totality to find out where the buyer is in their journey.”David Fortino,CSO at NetLine7 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELD“We are exploring various intent models to integrate into our CRM system,says Michelle Kill

38、ebrew,CMO,NTT Americas.“We want to gain a better understanding of where our clients are engaging and with what content so that we can get ahead of potential RFPs and assist sales in preparing for different conversations.”MARKETING ACCELERATES PIPELINEOn the upside,lead gen and ABM done right will ra

39、ise the profile of marketing through metrics that matter.Gartner says 48%of organizations using an account-based strategy improve win rates(86%)and customer lifetime value(80%)and deliver higher ROI(76%)compared to a traditional go-to-market approach.Further,ClickZ says companies can realize a whopp

40、ing 251%lift in engagement when a marketing campaign is responsive to audience needs and the corresponding message is controlled across three or more channels.One of the best metrics for measuring marketings impact on lead gen is accelerated pipeline.This is when marketing gets credit for ushering a

41、 lead from one stage to another through to closure.Even if a lead turns into an opportunity in the CRM,the organization tracks marketings continuous contribution.“I believe that the role of marketing should not be that of just a lead generator,where you throw the lead over the fence to sales,walk aw

42、ay,and try to create another lead,”Autodesks Chan says.“I appreciate that we are able to track,measure and provide attribution on how we influence not only pipeline creation but also how we help to progress the opportunities.”ACCOUNT-BASED MARKETING MOMENTUMThe advent and evolution of strategic acco

43、unt management is doing much to unify and align sales,marketing,channel and business development groups.Real-time adaption,modification and customization of content delivery,online advertising,and web site analytics have become critical new competency areas.Integrating sales automation platforms and

44、 cloud-based marketing services with visitor identification,account-specific content delivery and individualized ad presentation,is improving click-through,conversion and cost per lead.“We are exploring various intent models to integrate into our CRM system.We want to gain a better understanding of

45、where our clients are engaging and with what content so that we can get ahead of potential RFPs and assist sales in preparing for different conversations.”Michelle Killebrew,CMO at NTT Americas8 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIEL

46、DAcquisition,retention and growth of B2B accounts is being driven by more personalized web interactions with all decision makers,customized relationship marketing practices,and account-specific communications strategies.Significant business process transformations,market dynamics and changing custom

47、er purchasing behaviors are accelerating this paradigm shift.They include:Globalization of corporate operations multiplying divisions,geographies,and lines of business.Consolidation of markets both enlarging and shrinking the corporate customer base.Extended groups of stakeholders and constituencies

48、 shaping enterprise specification and purchasing decisions.More cross-functional participation and oversight in purchasing processes;new compliance and governance considerations.Online content sourcing and sharing with multiple buying decision-makers now shaping and influencing specification,conside

49、ration,and selection processes.Peer-to-peer interaction through professional communities providing a growing source of trusted third-party referral and affirmation.Greater customer insight and intelligence and smarter and more productive pre-sales qualification by marketing are now essential to acco

50、unt-specific engagement.Enabling the right,targeted,and pre-qualified customers to engage with high-value,timely,relevant,and market-specific content faster and more efficiently is the biggest challenge.More actionable firmographic traffic intelligence is needed to increase customer targeting precis

51、ion and to minimize onerous form-filling activities which reduce response rates and qualified lead flow.Most importantly,delivering the right message to known customer prospects at the right time boosts the performance of business conversion and reduces engagement and selling cycles.9 Copyright CMO

52、Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDLEAP TO A BETTER WAYThe CMO Council is advocating an updated model for smarter buyer insight and intention-based strategies and approaches in the rapidly emerging account-based marketing field.These employ ne

53、w AI-driven systems,resources,content,channels,and platforms for improving prospect harvesting,conversion,and yield,particularly in the B2B technology sector.BENCHMARKING+STANDARDS-SETTINGAreas for LEAP exploration and assessment in lead performance mapping,modeling and measurement include:Customer

54、modeling,targeting and prioritization capability Lead nurturing systems and lead scoring practices Lead obsolescence,deliverability and decay Speed,efficiency and timeliness of lead processing and qualification Leveraging of tools and sources for richer prospect profiling Moving opportunities throug

55、h every stage of the selling cycle Rigor,discipline and process using automation and accountability Cultivation,conversion and closure disciplines and outcomes Conversational strategies and consultative approaches Volume and caliber of opportunities delivered Predisposition and actionability of pros

56、pects Selling cycle productivity and transparency Level of automation and qualification Opportunity quality,conversation ability,revenue potential Use of social media in multiplying effectiveness Pipeline visibility and funnel effectiveness Measurements of lead value cost-per-lead;cost-per-opportuni

57、ty;cost-per-deal Developing a LEAP model keys off technology transformations to produce augmented actionable intelligence at scale.B2B marketers have a strategic imperative to acquire,manage,and understand how real-time buyer insights,behavior and intention-based content consumption impact the custo

58、mer journey and buying cycles.Learn more about the CMO Councils LEAP campaign here.10 Copyright CMO Council.All Rights Reserved.2023STRATEGIC BRIEFBOOSTING YIELD IN THE ACCOUNT MARKETING FIELDThe Chief Marketing Officer(CMO)Council is the only global network of executives specifically dedicated to h

59、igh-level knowledge exchange,thought leadership,and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of global industries.The CMO Councils 16,000-plus members control nearly$1 trillion in aggregated annual marketing expenditures an

60、d run complex,distributed marketing and sales operations worldwide.The CMO Council and its strategic interest communities include more than 65,000 global executives in more than 110 countries covering multiple industries,segments and markets.For more information,visit www.cmocouncil.org.SPONSORS AND

61、 PARTNERSWM America is a leading B2B marketing company specializing in targeted in-market demand generation.The intent database at WMA tracks the intent behavior of over 75 million business professionals globally,24X7.The database is segmented into 3,300 categories.WMA keeps around-the-clock track o

62、f buying signals from each category in this database.Based on this extremely strong foundation of data points,the company delivers precisely targeted prospects for focused marketing.Accurate keyword search enables deriving of active content consumption and opt-in content downloads.WMAs deep search ensures accurate and targeted information delivery that helps craft successful,cutting-edge marketing strategies.For more information,visit .userid:145584,docid:527021,date:2024-09-27,