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1、Rethinking ABM:Outperforming the Market in the World of AIRethinking ABM:Outperforming the Market in the World of AI 2023 Global State of Account-Based MarketingRob Leavitt,Partner,Momentum ITSMA#RethinkingABM2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Re

2、thinking ABM:Outperforming the Market in the World of AIExecutive Summary03Great Expectations05Promise vs.Reality10Priorities for 202426About the Research43This report is the property of Momentum ITSMA and the ABM Leadership Alliance.With written permission and proper attribution,sections of this pu

3、blication may be shared.Request for permission.2Table of contents2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIExecutive summary:Rethinking ABMRethinking ABM:Outperforming the Market in the World of

4、AI provides a deep dive into the state of ABM in 2023.Based on the 7th annual Momentum ITSMA-ABM Leadership Alliance benchmark study,the report provides essential data and insight on ABM strategy and objectives,staffing and spending,tools and tactics,and metrics and results.Most important,the report

5、 provides a view of what the highest performing ABM programs do differently,and defines a set of priorities for 2024 to help accelerate growth with your most important accounts as we enter the new world of AI.Account-based marketing(ABM)today stands on the cusp of transformation with the widespread

6、adoption and democratization of artificial intelligence(AI).Twenty years after Momentum ITSMA pioneered the approach with a handful of global tech firms,ABM is now pervasive across B2B marketing.In the early days,ABM focused on growing a small group of top accounts.Today,B2B firms deploy multiple ty

7、pes of ABM to achieve a wide range of business and marketing objectives.ABM represents a sizeable share of all B2B marketing investment,and most practitioners are seeing at least some positive results.Now,the rapid rise of generative AI opens the door to dramatic improvements in every aspect of the

8、discipline.Digging below the surface,however,we see a set of fundamental challenges that marketing leaders need to address if they are to take full advantage of the promise of the next generation of ABM.Although most programs achieve some measure of success,only small minorities achieve significant

9、improvement(more than 10%)across the mostimportant metrics.The top challenges for ABM-ers today are virtually the same as 10 and 20 years ago:Aligning with sales,leveraging data and insight for relevant engagement,and proving the return on ABM investment.Amid the constant pressure for short-term res

10、ults,many programs continue to deploy ABM as little more than targeted lead generation;they struggle to invest in the program and organizational development initiatives required to sustain and optimize long-term performance.In this context,integrating generative and other AI tools and methods is far

11、 from“the answer”to ABM limitations.A broader rethink is required if companies want to fully leverage ABM to outperform the market.Questions include:What role should ABM play in driving growth with your most important accounts?What organizational changes and cross-functional collaboration is require

12、d to unlock the full capabilities of the company to grow strategic accounts?What is the best way to test,develop,and integrate new AI-based capabilities to maximize value while limiting risk?What new skills and teams are necessary to move ABM forward?3ABMLA1#RethinkingABMMomentumITSMA2023 ABM Benchm

13、ark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIRethinking ABM:Top priorities for 20244Strategic alignmentGrowth alignment:Rightsizing ABM for corporate prioritiesAccount-based mindset:Organizational readiness for AB

14、M performance ROI commitment:Strategic measurement to prove the valueTech mobilizationData integration:Market,account,and stakeholder views for relevant connectionInsight to action:Process development for real-time engagement AI acceleration:Generative and other AI integration for speed,precision,an

15、d scale Balanced investment Revenue acceleration:Cross-channel optimization for opportunities and dealsAccount prioritization:Dynamic allocation for short-and long-term impactProgram development:Strengthening the foundation for sustained successAll-in marketingCross-marketing alignment:Integrated,AB

16、M-first approach to leverage full capabilities for account-based growthAccount-centric processes:Customer value approach to process redesignCustomer stewards:Skilled practitioners to orchestrate the account experienceSales integrationShared objectives:One set of metrics for account growth and develo

17、pment End-to-end collaboration:Joint responsibility for account insight,planning,execution,and reviewValue assurance:Shared approach to solution innovation,risk reduction,and customer value deliveryRethinking ABM:Outperforming the Market in the World of AIGreat Expectations2023 ABM Benchmark Study 2

18、023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIABM remains front and center in B2B marketing with substantial investment and continued growth6ABM has become pervasive in B2B marketing.Its the top priority for marketing leaders

19、.If companies dont already have a program,theyre discussing and exploring how it might work.Companies with ABM are dedicating a substantial share of their entire marketing budget to the practice,and a large majority plan on increasing ABM spend next year.#1B2B marketing priority in 2023(third year i

20、n a row)of the 2023 marketing budget dedicated to ABM 30%Plan to increase ABM spending in 202466%Source:Momentum ITSMA,2023 MPX Survey,January 2023Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Allia

21、nce.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIABM programs support both sides of the growth equation with equivalent focus on new and existing accounts7In the early years of ABM,companies focused mostly on growth with existing top accounts.A second wave of ABM,beg

22、inning in the 2010s,especially with smaller SaaS companies,focused largely on selling to new accounts.Today,ABM-ers in the aggregate put equal importance on both strategic objectives,with almost half of programs saying one or the other is their primary objective.Note:Mean rating based on a 5-point s

23、cale where 1=Not at all important and 5=Our most important,primary objective.Top box%is the percentage of respondents that rated the objective a 5 in importance.Selling to new accounts47Growing business with existing accounts44Changing perception/strengthening reputation with targeted accounts28Stre

24、ngthening and broadening executive relationships29Right now,how would you rate the importance of each of the following potential ABM business objectives?Mean rating(N=211)1=Not at all importantMean rating5=Our most important,primary objectiveTop Box%4.14.13.93.7Source:Momentum ITSMA and ABM Leadersh

25、ip Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIABM expansion has led to a wide range of approaches;more than half of all programs are implementing at

26、least two types8Companies investing in ABM have taken a variety of approaches to the discipline.The early days of One-to-One ABM for a few top accounts has long given way to more blended strategies as companies look to balance breadth and depth of coverage across a larger number of accounts.A majori

27、ty now deploy at least two types of ABM;almost a third use all three types.This represents a dramatic increase from six years ago.In 2017,only 35%used more than one type.Which types of ABM?How many types of ABM?One-to-OneOne-to-FewOne-to-Many 75%61%68%45%One Type Only30%All Three Types25%Two TypesSo

28、urce:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIThere is tremendous potential for transformation with Gen AI but we

29、re just getting started9ABM-ers are excited about the potential uses of generative AI for ABM.Early users are already creating use cases and success stories across every aspect of the approach from account selection and insight to messaging,content development,sales enablement,and personalized custo

30、mer journeys.Perhaps not surprisingly,ABM-ers from smaller companies are a bit further along than their large enterprise counterparts.Larger companies typically move more slowly with new technologies as they work through risk,governance,and integration challenges.Overall,though,most programs are jus

31、t testing the water and the risks and challenges of getting it wrong loom almost as large as the potential value of getting it right.ABM Program Status with Generative AI1.92.21.6All ABM programs(N=166)Small company programs(less than$100 million revenue)(N=72)Large company programs($1 billion or mo

32、re revenue)(N=54)Mean rating based on a 5-point scale:1=Just scratching the surface and 5=Fully leveraging the tools/capabilities.Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 2023Rethinking ABM:Outperforming the Market in the World of AIPromise vs.Reality2023 A

33、BM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AICompanies invest in ABM because it works:Most programs see results across a range of metrics11The growth of ABM is based largely on its enviable track record o

34、f success.Today,a large majority of programs drive business impact across a range of marketing and sales objectives.In a challenging economic environment,the promise of ABM is market-beating growth.Percentage of programs seeing improvement in key metrics(N=111)85%78%77%74%70%Active engagement with s

35、elected accountsPipeline growthSales team satisfactionRevenue growthBrand awareness,perception,knowledgeSource:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outp

36、erforming the Market in the World of AITodays reality,however,is that relatively few programs see significant improvement in key revenue metrics12Active engagement with selected accountsSales rep/account team feedback or satisfactionPipeline growthRelationship development:Number of new and/or improv

37、ed relationships with decision makers and influencersRevenue growthReputation:Brand awareness,perception,knowledge within selected accountsDeals closed/win rateAccount satisfaction/loyalty/advocacyCross-sell/upsellWhat changes have you seen in these metrics that can be attributed to ABM?%of responde

38、nts(N=111)402827222120141211454951505350543439919171914152133302214116457101472019Significant improvement(10%)Some improvement(=10%)No changeA declineDont knowSource:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Lead

39、ership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AI81%1%8%10%45%36%ABM return on investment(ROI)is strong compared with other marketing initiatives but only half measure it13How does ABM return on investment(ROI)compare to traditional marketing initiatives?

40、%of respondents(N=115)Does your company measure ABM return on investment(ROI)?%of respondents(N=208)52%Yes35%No 13%Somewhat lowerAbout the sameSomewhat higherSignificantly higherSignificantly lowerDont knowSource:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 A

41、BM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AITop challenges revolve around alignment,measurement,and team capabilities14Looking across the top challenges with people,organization,and technology,a clear st

42、ory emerges.Programs struggle most with:Building alignment across the wider ecosystemMeasuring the impact of ABMDeveloping capabilities for effective executionPeople Challenges(N=209)Organization Challenges(N=209)Technology Challenges(N=207)Educating sales on ABM process and valueMeasuring program i

43、mpactTracking attributionAligning the wider marketing organizationProving ROIIntegrating and managing fragmented dataManaging ABM-ers time for executionTailoring marketing to key contacts at each accountMeasuring and reporting program effectivenessNot having enough peopleGetting adequate budgetSelec

44、ting the right martech toolsHiring ABM-ers with the right experience,skills,and talentAligning sales and marketing on goals,metrics,and strategiesAutomating campaign executionTop five challengesNote:Up to three responses allowed in each category from lists of more than 10 in each category.Source:Mom

45、entum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIFew programs have solidified core processes and teams15Select the answer th

46、at best describes ABM in your organization today:%of respondents(N212)We have standardized campaign templates and tools to facilitate ABM program efficiency and scalingWe have a standardized,account-level metrics dashboard to track overall program resultsWe have a dedicated ABM content development t

47、eam(or a dedicated,funded agency for ABM content)We have an ABM program Management Office(PMO)/Center of Excellence(CoE)We have established an ABM community to share ideas and best practices across teams/organizations/business units2121151414252213811283013121115191810228539523833244In place for mor

48、e than one yearImplemented within the last yearUnder way/partially implementedIn the planning stagesDo not do,no plans at this timeDont knowSource:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All

49、 rights Reserved.Rethinking ABM:Outperforming the Market in the World of AISpotlight on alignment:Marketing and sales collaboration16Bringing marketing and sales together is a core principle of ABM but it remains a challenge with most programs.The positive news in our study is that ABM-ers give them

50、selves good marks with a range of questions around share metrics,integrated plans,and more.But the difficult reality is that very few programs“strongly agree”that the two teams are fully in sync and collaborating end-to-end.Several points here are especially striking:Less than 10%strongly agree that

51、 sales provides ABM-ers with direct customer access or freely give ABM-ers credit for contributing to closed deals.Sales and marketing are willing to work on shared KPIs and metrics24Sales and marketing work closely together to develop integrated sales and marketing campaign plans10We are very satis

52、fied with the degree of collaboration overall between marketing and sales when it comes to ABM14Sales provides ABM-ers with direct access to customers that are part of the ABM program9Sales has finally come to understand ABM9Sales freely gives ABM-ers credit for influencing/contributing to closed de

53、als when credit is due84.03.63.43.33.33.2Note:Mean rating based on a 5-point scale where 1=strongly disagree and 5=strongly agree.Top box%is the percentage of respondents that strongly agree.1=Strongly disagreeMean rating5=Strongly agreeTo what extent do you agree or disagree with the following stat

54、ements?Mean rating(N200)Top Box%Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AI17We are in at least some account

55、s as a true strategic marketing partner.Were on the account leadership team,were in the planning workshops,and in many cases,weve met the clients and talked about how ABM is another way were investing in our partnership.”“2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All right

56、s Reserved.Rethinking ABM:Outperforming the Market in the World of AI020406080Spotlight on measurement:Metrics and dashboards18From the beginning,ABM leaders have emphasized a balanced approach to drive short-and longer-term impact across the three Rs:Reputation,Relationships,and Revenue.Translating

57、 those strategic objectives into concrete metrics and communicating them internally,however,has never been easy.ABM-ers point to several operational challenges:Investing in reputation measures at the account level(vs.broad market level).Implementing agreed metrics for relationship strength with key

58、decision makers in target accounts(vs.broad“engagement”metrics).Moving beyond battles over revenue attribution with sales to truly shared metrics on account-based growth.In the face of these challenges,marketers often fall back on limited,marketing-only measures that fail to persuade business and sa

59、les leadership.Top metrics for ABM(N=116)Note:Up to five responses allowed.Other metrics in use include deal velocity,brand perception,deal size,sole-sourced deals,customer loyalty/satisfaction,new relationships,share of wallet,customer advocacy,cross-sell/upsell,and others.67%63%33%29%28%Source:Mom

60、entum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 2023Pipeline growthRevenue growth tied to ABM Account engagementAccount team satisfactionWin rate/deals closed2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperformin

61、g the Market in the World of AI19With ABM,the account team includes marketing,and we have a shared objective.Our goal is creating a mid-to long-term customer lifecycle engagement plan which focuses on our own three Rs:revenue,relationships,and renewals.”“2023 ABM Benchmark Study 2023 Momentum ITSMA&

62、ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AISpotlight on tactics:One-to-One ABM stands apart20The differences in top tactics for the three types of ABM are striking,especially at each end of the spectrum.Paid social media is the only tactic i

63、n the top five for each type,and the only common tactic with both One-to-One and One-to-Many.Events do not make the top five list for either One-to-Few or One-to-Many.Overall,One-to-One ABM is the only type for which bespoke and in-person tactics are commonly rated in the top five.The other two type

64、s rely largely on mass customizable online tools and tactics.One-to-One ABM(N=85)One-to-Few ABM(N=92)One-to-Many ABM(N=76)Account-specific(custom/bespoke)content and thought leadershipPaid social mediaPaid social mediaMicrosites(dedicated client extranets)Microsites(dedicated client extranets)Pay-pe

65、r-click(PPC)/display advertisingPaid social mediaSDR outreachEmail marketing/e-newsletters(your own)Executive-to-executive relationship programsPay-per-click(PPC)/display advertisingContent syndicationSmall in-person events/executive seminars(your own)Email marketing/e-newsletters(your own)SDR outre

66、achMost effective tactics for ABM:Top 5 Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AI21With ABM,were focused o

67、n high-impact activities beyond the more generic activities that marketing is already doing:VIP events,customized storytelling,personalized engagement sites,immersive experiences.”“2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming t

68、he Market in the World of AISpotlight on tools:Effectiveness of usage remains mixed 22Program leaders rely heavily on technology for ABM,especially at scale,and effective use is essential.Yet relatively few programs fully leverage core systems and technologies to accelerate impact.On average,ABM-ers

69、 give themselves only passable grades for foundational systems(CRM,MAS,etc.)and even lower marks for more specialized tools with generative AI at the bottom.Customer Relationship Management(CRM)Marketing Automation System(MAS)ABM PlatformAccount Intelligence/B2B Data3rd Party IntentContent Personali

70、zationPredictive ScoringCustomer Data Platform(CDP)Generative AI(e.g.,ChatGPT,Bard)1.92.32.62.933.13.23.33.7Note:Mean rating based on a 5-point scale where 1=Just scratching the surface and 5=Fully leveraging the tools/capabilities.How would you characterize your current status with developing and u

71、sing the following marketing tools/capabilities for ABM?Mean rating(N 200)Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the Wo

72、rld of AI23We need more training.Marketers dont need to understand absolutely everything about the technology but we need to know what it can do for us and what are the pros and cons.”“2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperformi

73、ng the Market in the World of AISpotlight on Gen AI:Thinking strategically Think holistically:What problems are we trying to solve?Account focus and prioritizationAccount engagementPipeline accelerationCampaign effectivenessProgram efficiencyThink strategically:What outcomes are most important?New l

74、ogo acquisitionCross-sell,upsellCustomer retention and loyaltyBrand elevationSolution innovationThink developmentally:What capabilities do we need to build?Skills developmentHiring and retentionOutsourced supportCross-functional teamingCustomer collaborationAs ABM programs continue to experiment wit

75、h Gen AI,program leaders recommend taking a longer view on program development.Initial use cases typically focus on account insight and content creation(e.g.,drafting,polishing,and personalizing).As we look to integrate Gen AI capabilities more fully,strategic issues come to the fore,including inves

76、tment priorities,keeping up with customers,risk and reward,and skills and team development.Source:Momentum ITSMA24Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinkin

77、g ABM:Outperforming the Market in the World of AI25The challenge is appropriately defining the ABM process with AIThe challenge is appropriately defining the ABM process with AI-based based insights and recommendations insights and recommendations on what to do next.The innovation and decision proce

78、ss can become insanely fast.How do we ensure faith in the process,especially as we democratize access to the tools?”“Rethinking ABM:Outperforming the Market in the World of AIPriorities for 20242023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Ou

79、tperforming the Market in the World of AILooking ahead to 2024,ABM-ers are focused on program expansion,blended strategies,tools,and efficiency27ABM-ers are nothing if not ambitious.Priorities for 2024 include a range of initiatives that reflect the continuing spread of the approach across all areas

80、 of marketing.As program leaders look to improve performance,however,it is critical to focus effectively on the specific areas that matter most to the business.Top initiatives planned for 2024(N=182)Expand what we do for accounts currently in our ABM programAdopt a blended approach using more than o

81、ne type of ABM to cover more accounts/clusters/segmentsAdd a stronger focus on applying ABM to major defined sales opportunities or deal pursuitsAdd more marketing resources to cover more accounts/clusters/segmentsDevelop new tools and templates to facilitate reuse and best practice sharingAdd techn

82、ology to automate and create more leverage for existing programsImplement additional ABM programs in new geographies/business units/divisionsSource:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.Al

83、l rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIRightsizing ABM:One size does not fit all28The diversity of approaches to ABM includes a wide range in coverage models.On average,ABM programs include more than 1,000 accounts on their list overall.But that average masks a m

84、uch lower number for many programs.The median number of accounts is 250,reflecting the reality that many programs rely mostly One-to-One and/or One-to-Few.And some companies include thousands of accounts,with a high in our study of 8,500.Most companies want to scale ABM to cover more accounts.How be

85、st to balance breadth and depth of coverage remains highly dependent on each companys growth strategy,sales model,and Go-to-Market motion.Typical ABM coverage and focusOne-to-One(N=81)One-to-Few(N=63)One-to-Many(N=65)20-200 accounts500-2,500 accounts5-100 accountsNew prospectsExisting customers49%51

86、%53%47%72%28%Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIRightsizing ABM:Large and small companies differ dra

87、matically29Smaller companies tend to implement ABM for different reasons and in different ways than larger companies.Smaller companies are much more likely to focus on selling to new accounts than larger companies.They are also much more likely to position ABM internally as a smarter way of doing le

88、ad generation.In contrast,due at least in part to having larger accounts and larger deal sizes,larger companies are much more likely to implement One-to-One and One-to-Few ABM,as well as Deal-Based Marketing.Interestingly,though,the results for smaller and larger companies with ABM are similar.Busin

89、ess objectives for ABM(5-point scale where 1=Not at all important and 5=Our most important,primary objective)Less than$100M$1B or MoreN=85N=73Selling to new accounts*4.63.3Growing business with existing accounts*3.64.5We position ABM primarily as a smarter way of doing lead generation*4.03.1Types of

90、 ABM implemented(percentage of companies)One-to-One ABM*45%66%One-to-Few ABM61%78%Deal-Based Marketing*19%30%Note:Multiple responses allowed.*=Statistically significant difference Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Mo

91、mentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIRightsizing ABM:Smarter lead generation or not?30Companies that position ABM primarily as a smarter approach to lead generation(a majority of which are smaller companies)approach ABM di

92、fferently than those who do not.The“ABM is lead gen”group is much more likely to focus on selling to new accounts and less likely to emphasize strengthening executive relationships within their target accounts.They tend to rely more on part-time ABM staffing.Theyre also generally more effective usin

93、g intent data but less effective tapping into their internal systems.ABM is Lead GenABM is not Lead GenN=123N=45Business objectives(5-point scale)Selling to new accounts*4.53.3Growing business with existing accounts*3.94.3Strengthening executive relationships*3.64.1New vs.existing account focus(%of

94、total focus)One-to-One ABM*61%new;39%existing25%new;75%existingOne-to-Few*69%new;31%existing35%new;65%existingStaffing(%of total)Percent ABM-ers Fulltime*48%65%Percent ABM-ers Parttime*52%35%Leveraging tools and data(5-point scale)3rd Party Intent*3.22.6Internal systems(CRM,sales,support,customer fe

95、edback,etc.)*3.54.0*=Statistically significant difference Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AILooking

96、 ahead:Five keys to accelerating ABM impactStrategic alignmentTech mobilizationBalanced investment All-in marketingSales integration312023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIStrategic alignment

97、32The most effective programs are fully embedded in corporate strategy with organizational alignment and accountability from the CEO on down.ABM is not just a marketing program;its a cross-organizational business strategy to drive growth by investing more in your most important customers and prospec

98、ts.ABM is a key pillar of your entire Go-to-Market approach;its not just about demand generation or campaign tactics.This does not mean there is a one-size-fits-all approach to ABM.Companies focused on a broad-based,land and expand strategy will implement ABM quite differently than those focused on

99、growth with a small number of existing top accounts.The key is leadership commitment to fully embed ABM across the business and to shift culture and operations toward a customer-centric,outside-in mindset and approach.Corporate alignmentABM ABM LeadersLeaders(N19)All All OthersOthers(N94)Our company

100、 perceives ABM as a cross-functional corporate initiative*4.03.5The principles of ABM are influencing the way we do all of our go-to market today*4.43.8ABM is playing a major role in making our entire company more customer-centric*4.13.6We have a standardized,account-level metrics dashboard to track

101、 overall program results*4.03.6Note:Mean rating based on a 5-point scale where 1=Strongly disagree and 5=Strongly agree.*Indicates a statistically significant difference.Weve shifted over the last three years to look across the C-suite.It used to just be the CIO.Now Now we need more investment and t

102、hats why ABM has moved up.It can really help with those relationships.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the Worl

103、d of AIStrategic alignment33The challenge with the business is always deciding which are the The challenge with the business is always deciding which are the priority accounts.priority accounts.Is it the biggest fish or the ones with the most potential?Thats usually the debate.”“We pick our ABM acco

104、unts with the company presidents in each area and its not necessarily the top revenue accounts.Growth potential is what were looking at.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 2023332023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All

105、 rights Reserved.Rethinking ABM:Outperforming the Market in the World of AITech mobilization34Most companies and ABM programs cite customer centricity as a core value but find it difficult to operationalize.Moving from rhetoric to reality requires organizational commitment as well as serious investm

106、ent in the right technology with a key focus on data quality and integration.ABM leaders are much more likely than others to invest in the tools,to leverage broader sets of relevant data(including qualitative sources),and,most important,to develop more effective data-to-insight-to-action loops for r

107、elevant account engagement.Depth of technology and data useABM ABM LeadersLeaders(N15)All All OthersOthers(N90)ABM platform*4.13.3Reporting and analytics*4.23.5Content personalization*3.63.0Account intelligence and B2B data*4.23.4Account engagement data*4.43.6Surveys and interviews within our ABM ac

108、counts*3.72.6Note:Mean rating based on a 5-point scale where 1=Just scratching the surface and 5=Fully leveraging the tools/capabilities.*Indicates a statistically significant difference.AI will make it much easier to create profiles of people or companies and summarize them in ways that are actiona

109、ble.But how do I take that and differentiate it for my customer?We need to get smart on how we mix the public data with our own proprietary data thats behind the firewall.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum

110、ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AITech mobilization35The account teams should know all about their clients,but they change all the time so we do a lot of discovery,including interviews to get the anecdotal insight.What we hear

111、 on the ground is often quite different than what clients say in the market.”“We have to go through information security and risk assessment which is frustrating.But our whole brand is building trust with our clients and helping clients build trust with their stakeholders,and there are so many risks

112、 and pitfalls with AI.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 2023352023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIIts a long process to get overall align

113、ment on goals,dependencies,and bring together sales and marketing teams that dont talk together much”Balanced investment36Constant pressure for results leads many programs to focus primarily on short-term initiatives,quick-hit tactics,and campaign-based metrics.The reality is that ABM often requires

114、 substantial change from more traditional B2B marketing motions,with an imperative for longer term investment in team and process development,integrated metrics,and customer relationship building over time.There is a need to take a balanced approach to investment some for short-term campaign impact

115、and some for longer-term program development and maturity.Program maturity(percentage of companies)ABM ABM LeadersLeaders(N=19)All All OthersOthers(N=94)Exploring/Experimenting*32%57%Expanding/Embedded*68%43%“*Indicates a statistically significant difference.Source:Momentum ITSMA and ABM Leadership

116、Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIBalanced investment37From day one we were always thinking about how to scale and thinking about it as a br

117、oader change program.Its about changing mindset and embedding it in the organization.”“Start small.Get some wins,get sales and marketing on board,figure out content.Learn from the pilot and then build it out.You cant do too much too soon.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM B

118、enchmark Study,November 2023372023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIStaffing and teamingABM ABM LeadersLeaders(N=19)All All OthersOthers(N=94)Percentage of ABM-ers that are dedicated fulltime

119、 to ABM*82%51%Percentage of ABM-ers that are part-time with other responsibilities*18%49%We have a dedicated content team or agency for ABM(percentage that agree)*71%29%ABM is embedded in all roles within marketing(percentage that agree)*53%26%All-in marketing38An important part of being“all in”on A

120、BM is having experienced marketers working fulltime on the approach.High performers are much more committed to staffing their programs with fulltime employees vs.marketers with split responsibilities that can undermine ABM focus.At the same time,high-performing programs are much more likely to embed

121、 ABM in all roles across marketing to provide the core team with an extended ecosystem of marketing knowledge and support.High-performing programs also typically invest more in ABM education and training,both for core team members as well as the broader marketing and sales community.“The big change

122、is that last year we invested heavily in ABM but also had a number of other priorities in marketing.Now our whole mission and operating model is about growing our ABM accounts faster than the rest.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benc

123、hmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIAll-in marketing39The whole field marketing team has to some extent evolved into a key account marketing team.Our ABM program team drives it,but we have industry mark

124、eting,campaign teams,and content helping us personalize everything for the key accounts.”“Account-based marketers are a different breed.Its a role that is both marketing and sales and it requires people to be active connectors.They must be self-driven and entrepreneurial,especially when youre the CM

125、O of the account.”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 2023392023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AISales integration40Sales and marketing colla

126、boration is a core principle of ABM but often limited in practice.Although most ABM programs do work closely with sales,high-performing programs are much more likely to collaborate fully end-to-end.They agree initially on objectives and metrics,plan integrated campaigns,and share credit for program

127、success.Mutual trust means that sales leaders and account owners are much more likely to bring ABM-ers onto the account teams and directly into the customer conversation.ABM ABM LeadersLeaders(N=19)All All OthersOthers(N=91)Sales and marketing are willing to work on shared KPIs and metrics*4.54.0Sal

128、es and marketing work closely together to develop integrated sales and marketing campaign plans*4.43.6Sales provides ABM-ers with direct access to customers that are part of the ABM program*4.33.4We are very satisfied with the degree of collaboration overall between marketing and sales when it comes

129、 to ABM*4.13.4Sales freely gives ABM-ers credit for influencing/contributing to closed deals when credit is due*3.93.1Note:Mean rating based on a 5-point scale where 1=strongly disagree and 5=strongly agree.*Indicates a statistically significant difference.The most important thing is understanding s

130、ales goals,which are typically about retiring quota.Partner with them and share in that accountability.And give them what they need,which isnt necessarily leads.”“2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the W

131、orld of AISales integration41Were looking to formalize something like a social contract or SLA Were looking to formalize something like a social contract or SLA with sales.with sales.You include ABM-ers in your account planning process and we commit to bringing you relevant insights and initiatives

132、to include in your plan.”“In many cases the problem is communication.The sales teams are busy working on opportunities but theyre not doing the positioning exercise and marketing often doesnt even know whats happening”“Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,Novemb

133、er 2023412023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIRethinking ABM:Top priorities for 202442Strategic alignmentGrowth alignment:Right-sizing ABM for corporate prioritiesAccount-based mindset:Organ

134、izational readiness for ABM performance ROI commitment:Strategic measurement to prove the valueTech mobilizationData integration:Market,account,and stakeholder views for relevant connectionInsight to action:Process development for real-time engagement AI mobilization:Accelerate generative and other

135、AI development for speed,precision,and scale Balanced investment Revenue acceleration:Cross-channel optimization for opportunities and dealsAccount prioritization:Dynamic allocation for short-and longer-term impactProgram development:Strengthening the foundation for sustained successAll-in marketing

136、Cross-marketing alignment:Integrated,ABM-first approach to leverage full capabilities for account-based growthAccount-centric processes:Customer value approach to process redesignCustomer stewards:Skilled practitioners to orchestrate the account experienceSales integrationShared objectives:One set o

137、f metrics for account growth and development End-to-end collaboration:Joint responsibility for account insight,planning,execution,and reviewValue assurance:Shared approach to solution innovation,risk reduction,and customer value deliverySource:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benc

138、hmark Study,November 2023Rethinking ABM:Outperforming the Market in the World of AIAbout the Research2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIAs ABM has taken off in recent years,so too have the

139、 number of definitions.Even the sponsors of this research have used different definitions in the past.For the purpose of this report,and with the hope of helping marketers rally around a common definition,we agree on the following:Account-based marketing(ABM)is a strategic approach to designing and

140、executing highly-targeted and personalized marketing programs to drive business growth and impact with specific,named accounts.Core principles for ABM include:Strategic focus on improving business reputation,relationships,and revenue(if its just about leads,its not ABM!)Tight partnership and integra

141、tion with sales(if there isnt active,ongoing collaboration throughout the lifecycle,its not ABM!)Tailored and personalized programs and campaigns based on deep customer insight(if customers get the same experience and inside-out messaging,its not ABM!)Account-based marketing1.Treating individual acc

142、ounts as markets in their own right44ABMnoun2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIQualitative and quantitative study with 320 ABM heads and practitioners45Web-based survey in August 2023 with

143、 Momentum ITSMA and ABM Leadership Alliance members,clients,and contactsMarketers at B2B technology and other business service and solution companies32083%All Others37%$1B or more22%$100M$1B42%Less than$100MIn-depth interviews with ABM program leaders17%ABM Leaders83%All Others37%$1B or more20%$100M

144、$1B43%Less than$100M69%20%8%2%1%NorthAmericaEuropeAsia/PacificLatin America1243%21%17%7%6%6%Software solutionsTechnologyFinancial and otherbusiness servicesHealthcareManufacturingOtherAnalysis by:ABM leaders and revenueAnalysis by:ABM leaders and revenueSectorSectorRegionRegionSource:Momentum ITSMA

145、and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming the Market in the World of AIMeet the ABM leaders46As program leaders prioritize initiatives for 2024,its helpful to

146、 understand how the most effective programs stand apart from the rest.To support 2024 and longer-term planning,our study has identified a small group of high-performing programs that are delivering far greater strategic business impact than other programs.All othersABM leadersCompanies achieving sig

147、nificant business improvements across the three Rs(Reputation,Relationships,and Revenue)17%83%Source:Momentum ITSMA and ABM Leadership Alliance,2023 ABM Benchmark Study,November 20232023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.Rethinking ABM:Outperforming

148、the Market in the World of AIMomentum ITSMAs ABM Adoption Framework47Strategic&sales alignmentObjectives&metricsAccount selection&segmentationProgram operations&resourcesContent&campaignsData,analytics,&insightTechnology infrastructure 2022 Momentum ITSMA.All rights reserved.ExploringPlanning your A

149、BM strategyExperimentingPiloting,measuring,&refining your approachExpandingIncreasing account coverageEmbeddedDriving strategic growthFour stages and seven dimensions that evolve to embed ABM across the business2023 ABM Benchmark Study 2023 Momentum ITSMA&ABM Leadership Alliance.All rights Reserved.

150、Rethinking ABM:Outperforming the Market in the World of AIMomentum ITSMA is the worlds leading strategic account growth consultancy.Dedicated to helping ambitious clients achieve market-beating growth by winning,retaining and expanding,their most valuable accounts.Our research,consulting,learning an

151、d implementation services enable clients to drive significant year-on-year revenue growth,increase win rates and build reputation in the accounts that matter most.Together with our clients,we build strategic account programs,develop high-performing go-to-market teams,and embedding client-focused str

152、ategies.We pioneered Account-Based Marketing(ABM),and our ongoing innovation ensures our clients outperform their competitors.48Even though ABM has quickly become the primary go-to-market strategy for leading B2B companies,most organizations struggle with implementing a successful ABM strategy.The A

153、BM Leadership Alliance unites industry-leading technology partners to educate B2B marketers about how developing and deploying an ABM strategy can help them close bigger deals with target accounts and increase pipeline velocity.Members include MarketingProfs,Vidyard,SalesLoft,PFL,ON24,NetLine,Drift,Demandbase,and PathFactory.More information:Learn more