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5 Things CMOs Need to Know to Lead Change

Posted on July 9, 2022 by Lorena Harris

As a CMO Consultant, I’ve helped more than 45 Chief Marketing Officers evaluate, implement and expand an organizational initiative. These are generally embarked upon by a newly-appointed CMO who wants to make her mark early on with a buzz-word project such as:

  • Digital Transformation (DTX)
  • Customer Experience (CX)
  • Marketing Center of Excellence (COE)
  • Account-Based Marketing (ABM/ABX)
  • Lead Management
  • Omni-Channel Marketing
  • Revenue Operations

Such initiatives face a common set of obstacles:

  • Status Quo – Resistance to change or change fatigue
  • Legacy Org Structures –  organized around product lines instead of customer needs
  • Fragmented Data – Preventing one view of the account or customer
  • Tech Proliferation – The ubiquitous impulse to shop for more software rather than building best practices
  • Resources & Skills – The Great Resignation has resulted in much institutional knowledge loss
  • Analysis Paralysis – Decision by committee creates meetings but prevents progress.

Based on my travels, the following recommendations will help you, new CMO, to overcome these are formidable challenges and succeed in leading organizational change.

  1. PICK YOUR MOMENT WELL
    • Make sure you have enough runway, clout and budget to see the project through.
    • Make sure you have the backing of your C-level peers. Build the relationships you’ll need, especially the CSO/CRO, before you broadcast your plan. Their people will start pushing back and you’ll need to be sure they’ll hold firm.
       
  2. PICK YOUR PROJECT WISELY
    • Don’t select everything on the menu or predict miracles. Pick one reasonable proof-of-concept goal with achievable metrics.
    • Pick a project that is attainable and urgent for your organization. If Marketing is still focused on churning our drip emails or taking orders, maybe you should start with DTX or a COE. If your organization is still focused on its own products, perhaps it’s time for a customer experience initiative. If net-new sales is the primary way your organization maintains revenue, consider client-expansion ABM.
    • Make sure your C-level peers understand the project scope fully and similarly – and have reasonable expectations. If they’re looking for a silver bullet, they might not exhibit patience.
       
  3. COMMUNICATE RELENTLESSLY
    • Setting the wheels in motion isn’t enough, you must move it forward every day for the long term. Evangelize until the initiative becomes an engrained process.
    • Use formal Communication Plan, Project Management and Change Management techniques. Comms plans should include the following:
      • Roadshow deck – The CMO should maintain a set of slides that explains the initiative and describes benefits as well as responsibilities by role and between teams. This deck should be a living document that evolves with the project and can be produced at any time for on-the-spot evangelism.
      • Weekly Updates – Leaders should announce the initiative across the organization, communicate reasons and goals for the initiative, and celebrate progress. FAQs are useful.
      • Progress Reports  – The initiative leader should celebrate pilot progress using metrics and communicate benefits by role and team. Be specific about how teams can participate.
      • Playbooks – As the plans and pilots take shape, every step and decision should be documented in a mostly-visual playbook (lots of screen captures). This will be essential for your training team.
  1. PILOT AND PROVE THE CONCEPT
    • Pick a strong initiative leader – Ideally this would be you, CMO, but if you cannot move it forward every day, identify a VP-level leader with good cross-functional connections.  DO NOT give this to a junior leader as a stretch assignment.I have seen many key initiatives assigned to a new Director to do “on the side” and it always ends badly. They never have enough experience, throw-weight, or bandwidth. They lose momentum and, feeling like a failure, often leave the company.
    • Conduct cross-functional working sessions with a core team of stakeholders to identify initiative goals, audiences, resources, plans and metrics. Get very specific – use an accredited project manager to develop a robust pilot plan.
    • Assign Pilot leaders who can manage workstreams like data, content, paid media and reporting. Pull resources from existing teams but be sure they are given time to contribute to the pilots and their “day jobs”. Otherwise, bottlenecks will occur.
    • Pilot the Initiative – Select an achievable proof-of-concept effort. Maybe test ABM on one or two key accounts or improve the onboarding experience for a set of new customers. Identify RACI and set workstreams in motion. Use that project manager. Measure and communicate.
    • Expand carefully, learning and documenting as you go. Add multiple pilots running in parallel and add capabilities such as new channels, personalization or intent data. Involve both champions and skeptics. Make participation a reward.
       
  2. MANAGE CHANGE
    • Celebrate the pilot success, keep communicating the benefits of the initiative, and tell teams how they can help. Reinforce behaviors.
    • Track metrics. Establish internal service-level agreements (SLAs). Analyze, report, adjust, lather, rinse and repeat. Expand with a plan.
    • Anticipate and address common “dealbreakers” such as lack of readiness, cross-functional distrust, data silos, change fatigue, inconsistent leadership and day-to-day distractions. Change must be actively managed.

Sound like a lot to manage? If you want to make a real impact on your new organization, you’ll find a way. It’s called leadership.

——————–

Note: I have recently embarked on a new CMO adventure, but much of the learning I relayed in the blog was gained while at The Pedowitz Group. I recommend them for consulting support on your organizational initiatives.  –Lorena Harris

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Posted in ABM, ABX, Account-Based Marketing, B2B Marketing, Center of Excellence CoE, Customer Experience, Digital Transformation, OmniChannel | Tagged ABM, ABX, Account experience, Account-Based Marketing, B2B Marketing, Center of Excellence, COE, Customer Experience, Digital Transformation, Lead Management, Revenue Operations | Leave a comment

Leading Change – Or Whatever You Call It

Posted on January 2, 2022 by Lorena Harris

The CMOs I advise are feeling the pressure to improve customer experience in a way that positively impacts short and long-term revenue. They spearhead many initiatives, talking about Customer Experience (CX), Digital Transformation (DTX), Account-based Experience (ABX), OmniChannel or building a Center of Excellence (CoE). But studies show that 75% of such initiatives fizzle out within a year. Because, no matter what you call it, change is a challenge – and sometimes C-level peers don’t get the whole CX concept.

CMOs trying to affect organizational change are facing strong headwinds… Legacy org structures (and politics), skill gaps left by rotating associates, unstructured data, and martech proliferation are just some of their problems. Short tenures make affecting large-scale change all the more challenging. What’s a CMO to do?

Create a working model for creating change and stick to it. Don’t talk about ABM one quarter and OmniChannel the next. In my discovery interviews, nearly every associate reports some form of change fatigue and is sick of buzz words. Change management requires consistency over time, not just enthusiasm at the kick-off.

HBR’s 4 Tips for Managing Organizational Change include:

  1. Start with a small cross-functional (pilot) group – Select teammates who are loosely-connected but united by a share purpose.
  2. Identify a keystone challenge – Identify something problematic, aspirational, but achievable.
  3. Network the movement – Ensure solid C-level support and help them to communicate and support changes over the long-term.
  4. Survive the victory – Don’t stop when the first pilot goals have been met. Publicly celebrate the victory and then broadcast your next-level goals.

CMOs who make Customer Experience their top priority reap many other benefits, because everything else is related. In the effort to optimize CX, workstreams naturally develop to handle the challenges we’ve discussed: Org structure, skills and resources, data management and martech optimization. Collaboration becomes imperative to meeting the primary CX goal, so bridges get built across the organization.

One of my clients, the CMO of a leading RPO company, is doing everything right. In 2020 she set goals, built a strong team and internal network, then got the data under control. In 2021 we streamlined her martech and planned an overarching Account-based Experience (ABX). Her communication up and across the organization has been consistent throughout and we are piloting ABX with strong support. Early results are great, and I expect this change effort to yield results in 2022 and over the long term.

DTX, COE, ABX…Whatever you call your Customer Experience initiative, consistency and change management techniques are your best bet for success. When you can make change happen – and stick – excellent CX will be the outcome and revenue the reward.

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Posted in ABM, ABX, Account-Based Marketing, B2B Marketing, Center of Excellence CoE, Customer Behavior, Customer Experience, Customer Experience Research, Digital Marketing, Digital Transformation, OmniChannel | Leave a comment

What CMOs Understand That Their Peers May Not

Posted on January 2, 2022 by Lorena Harris

This morning I came across 2021 Rackspace Technology research on How Applications Impact Customer Experience, in which they analyzed 1400+ responses from $300M+ enterprises about strategic priorities. Customer Experience (CX) topped the list – with a focus on responding to customer needs with new technology.

OK, makes sense so far… Companies are always seeking that software silver bullet.

But according to the Rackspace research, the C-suite is not great at understanding or using technology to improve digital CX. CIOs (55%) and CTOs (53%) are ranked as the most aware of tech’s potential, but CMOs (22%) and CROs (6%) are ranked the least aware. That’s probably because other C-levels think the primary reasons for focusing on CX is to head off customer dissatisfaction with new technology.

But wait, aren’t the Martech and Salestech categories booming? Scott Brinker stopped counting logos in 2020 when it became impractical to graphically group more than 8000! Enterprises are clearly buying. So apparently CMOs and CROs don’t know how to leverage all that tech – or at least that’s what their peers think.

While CRO’s may be focusing on non-digital relationship building, my experience shows that CMO’s understand something that their C-level peers don’t seem to fully grasp – that neither digital nor interpersonal customer experiences constitute the whole. To succeed, organizations must focus on optimizing customer experience across all touchpoints, setting up a virtuous cycle.

My theory is that CMOs understand technology’s CX potential but realize that it’s only part of the equation. They are focused on creating and optimizing a holistic CX over the long-term. But change management is particularly difficult when your peers want to build, buy or network their way along. Join me in part two of this blog to discuss the many challenges CMOs face and how to overcome them.

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Posted in ABM, Account-Based Marketing, B2B Marketing, Customer Behavior, Customer Experience, Customer Experience Research, Uncategorized | Tagged B2B Marketing, Customer Behavior, Customer Experience, Customer Experience Research | Leave a comment

A Decade of Leading With Content

Posted on November 20, 2021 by

In 2011 blogging was becoming a thing for professionals and WordPress was making it easier. I love to write, share and learn, so Leading With Content was born. Ninety posts later and the blog has become a travel log of my career journey through B2B Marketing.

What started as an exploration of Content Marketing grew to encompass many related topics:

  • Content Marketing
  • Thought Leadership
  • B2B Marketing Best Practices
  • Account Based Marketing/ABX
  • Customer Experience & Behavior
  • Customer Service & Loyalty
  • Employee Experience
  • Marketing Automation & Media
  • Digital Marketing
  • Financial Services & Payments

Some of my early posts about the marvels of Marketing Automation and Paid Search reflect points in time. Other topics such as Customer Experience and ABX continue to evolve. Half of the blog’s most popular posts have focused on ABX, my current professional focus.

  • Learning to Fish with ABM
  • ABX Essentials for B2B Leaders
  • Why Account-Based Marketing is Not “Marketing As Usual”
  • Top 4 Reasons Why You May Not Be Ready for ABM
  • Remember When Marketing Automation Was a Thing?
  • Make Beautiful Music with Venn Marketing (2018)
  • Integrating With the Sales Process (2014)
  • Ten Steps to Marketing Relevance (2013)
  • Structure For Success (2013)
  • Payments Made Easy (2012)
  • Why Your Employees are Jumping Ship (2011)

As my LinkedIn network grew past 2500, I began sharing many posts there for greater visibility and dialogue. Join me in either platform as I continue to explore the evolution of B2B Marketing. I’d be pleased to have you as a traveling companion.

2011 Blog Banner

Thanks for reading! Lorena Harris

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Posted in ABM, Account-Based Marketing, B2B Marketing, Content Marketing, Customer Behavior, Customer Experience, Customer Experience Research, Customer Loyalty, Customer Segmentation, Customer Service, Digital Marketing, Employee Experience, Financial Services, Marketing Automation, Payments, Social Media CRM, Thought Leadership, Uncategorized | Leave a comment

ABX Essentials for B2B Leaders

Posted on November 2, 2021 by Lorena Harris

By now you have probably heard about ABM or Account-based Marketing. This is a commonly-used name for a discipline that has been gathering traction for about a decade. But the very name implies that it focused on Marketing, when in fact an account-based strategy is just as much about Sales and other client-facing business functions. So, many have argued that it should be referred to as “Account-based Strategy” (because who doesn’t want good ABS?) But talking about ABS all day is weird, so many leaders are using the term ABX, for “Account-Based Experience” (as in customer experience, which is at the core). ABX can also refer to “Account-based Everything” which acknowledges how important key accounts are to an organization.

Want to explore some ABX fundamentals? Listen to these short videos (20 minutes total):

  • ABX Video 1 – What ABM Is and Is Not
  • ABX Video 2 – ABX versus DG Mktg
  • ABX Video 3 – The Three “Tions” of ABX

ABX concepts sound simple, but it takes a village. Learn more:

  • ABX Fundamentals Guide
  • ABX Readiness Online Assessment
  • ABX Timeline and Checklist

I know, it’s a lot to absorb, and you might think it would be easier to purchase an ABX platform. But the truth is, ABX is a discipline based on customer insight, personalization, and cross-functional collaboration. To make it work, organizations must fix their communications problems and meet their customers’ information needs. Unfortunately, while technology can enable cross-functional communication, it cannot replace it.

Think about it – it probably took years for your company to develop a sophisticated demand-generation engine. Expect ABX to take that kind of commitment as well. You’ll probably need new talent, cross-functional training and external guides. But investing in organizational change is a decision well worth making. Decide to make your organization more profitable and your clients more satisfied by implementing an account-based strategy.

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Posted in ABM, Account-Based Marketing, B2B Marketing, Customer Experience | Tagged ABM, Account-Based Marketing, B2B Marketing, Customer Experience | Leave a comment

Why Account-Based Marketing is Not “Marketing As Usual”

Posted on June 7, 2021 by Lorena Harris

Do you have a POV on ABM? Most marketers think they have a pretty good idea of what ABM is about. After all, it’s been a buzz word for years! But as I consult with CMOs at companies large and small, I’m constantly surprised at how broad the definition is. Many leaders think ABM is a technology. Many think it’s about selecting some accounts they want to sell to. And the majority think it’s “marketing as usual (MAU)” with an account focus.

Want to understand what ABM really is? Let’s start by defining what it is NOT…

  1. ABM is NOT a tech-only solution.
  2. ABM is NOT another marketing fad.
  3. ABM is NOT a silver bullet.

ABM Truth #1 – ABM is NOT a Tech-Only Solution

As much as software providers might like you to believe it, ABM is NOT just a technology purchase. With too many MarTech platforms to count on the market, it may seem like you could pick a solution off the shelf. But purchasing an ABM tool or intent data will not ensure account engagement or program success.

Why? Because ABM is a discipline based on customer insight, personalization, and cross-functional collaboration. To make it work, organizations must fix their communications problems and meet their customers’ information needs. Unfortunately, while technology can enable cross-functional communication, it cannot replace it.

ABM Truth #2 – ABM is NOT another Marketing Fad

ABM is NOT just another point solution executed by marketing.  ABM IS an account-centric form of demand generation for use in expanding the customer base and cultivating net-new clients. But that’s not just Marketing’s job – it takes the whole village! Marketing may have been on point for customer experience in the past, but now everyone must get on board.

As organizations project the life-time value of key accounts, they are realizing they cannot maximize results by continuing to deliver siloed marketing and sales experiences. Successful organizations see ABM as a methodology for working across silos to satisfy the rapidly changing needs of new and existing key accounts. ABM is not about business-as-usual with an account focus, it’s about organizing to meet customer needs at every level and every stage.

ABM Truth #3 – ABM is NOT a Silver Bullet

ABM is NOT a silver bullet for fast revenue. So much has been written about the great results of an ABM program, it may look like a quick fix… Just look at these numbers:

  • 87% of marketers say ABM outperforms all other marketing investments in terms of ROI (ITSMA) 
  • Average contract value increased by 171% after implementing Account-Based Marketing (ABM Alliance Research) 
  • 86% of surveyed companies reported higher close rates with using Account-Based Marketing and increased lifetime customer value (Topo via 6Sense) 
  • More than 57% of surveyed companies reported significant increases in per-account pipeline and 59% significant increases in per-account revenue. 69% see significant increases in cross and upsell. (Demandbase/Engagio)

Not so fast. It takes years for companies to develop effective demand-generation engines. Some never do. Cast in this light, TPG’s point of view is that ABM skills must be developed over time. As we discussed in the last section, Marketing and sales must learn to orchestrate customer experiences together, which is a substantial sea-change for most organizations.

Meanwhile, customers are demanding relevant, connected communications and increasingly will not forgive a fragmented experience. If you cannot wait for your organization to evolve an effective ABM program organically, consider engaging a consulting partner. An organization with “outside in” vision can help you adopt ABM skills more quickly and drive organizational change more cohesively than is often possible from the inside.

ABM – NOT Just Another Campaign Type

In the end, Account-based Marketing is a form of Demand-Gen marketing, but with a very different approach. ABM’s methodology isn’t technology-first, but is technology-enabled. It’s not just another Marketing campaign, but it requires all those skills. It’s not a silver bullet in the short term, but a solid approach for maximizing account value over the long-term.

It’s time to step back and re-think your point of view on ABM. Before you rush ahead, build the institutional muscle memory required for long-term ABM program success. Create a collaborative, customer-first culture that delivers a lifetime of value for all the accounts you have now and want to serve in the future.

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Posted in ABM, Account-Based Marketing, B2B Marketing, Customer Experience, Customer Experience Research, Customer Loyalty, Digital Marketing, Uncategorized | Leave a comment

Remember When Marketing Automation Was a Thing?

Posted on March 27, 2021 by Lorena Harris

Can you remember when you first heard about Marketing Automation Platforms (MAPs)? I believe it was 2008 when I first started hearing buzz about the emerging leaders: Eloqua, Marketo and Silverpop. Some due diligence opened my eyes to a new way of marketing.

Fast forward just thirteen years and MAPs are ubiquitous, essential and mostly owned by “Big Tech”. They form the core of increasingly sophisticated MarTech stacks that young marketers can’t comprehend working without.

Is there another game-changer coming? Yes, and like the early MAPs, the ecosystem is still swirling and forming. This future borrows elements from “Account-based Marketing (ABM),” “Intent Monitoring,” and “AI-driven Marketing.” Let’s call this future technology “Customer Experience Platforms (CXPs)” for now.

 Elements likely to merge into game-changing CXPs:

  • Account-based Marketing – orchestrated engagement of key accounts in a personalized way that optimizes each contact’s experience
  • Intent Monitoring – Using intent data to understand what contacts at key accounts are shopping for and deliver targeted promotions across channels
  • AI-driven Marketing – Using AI/ML to predict a target’s next need and deliver the next-best offer (NBO) wherever they are.

CXPs will mature as MAPs did – or perhaps they will merge. In thirteen years we are likely to have Marketing tools that let us routinely achieve the often-stated nirvana of “the right message delivered to the right contact in the right channels at the right time.”

In other words, Marketing may truly become one-to-one. Even now, customer experience sits at the intersection of ABM, Intent Data and Artificial Intelligence. As those come together more seamlessly, we will all receive the most relevant marketing messages wherever and whenever we are.

Read More About ABM Strategy:

  • Executive’s Guide to ABM
  • ABM Adoption Timeline and Readiness Checklist
CXP’s Future

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Posted in ABM, Account-Based Marketing, B2B Marketing, Digital Marketing, Marketing Automation | Tagged ABM, B2B Marketing, Digital Marketing, DTX, Marketing Automation | Leave a comment

Learning to Fish with ABM

Posted on January 24, 2021 by Lorena Harris

As a Senior B2B Marketing Strategist at The Pedowitz Group, I coach large enterprises through transformational change such as moving from traditional marketing towards Account-based Marketing. Prospecting is challenging in the “new normal”, so ABM initiatives are becoming increasingly common as enterprises focus more resources on building more value from their customer base. But many marketers are unclear about the differences between traditional demand-gen marketing and account-based marketing . They need help learning to fish.

At the highest level, Account-based Marketing is a discipline like Demand Generation. But while demand-gen typically focuses on gaining net-new business, ABM works to expand the client base. Instead of trying to nurture prospects into a first-time purchase, ABM tries to nurture existing customers into buying more and renewing. Usually, ABM’s focus is on increasing the life-time value of customers most like your Ideal Customer Profile (or ICP).

So while Marketing is often synonymous with Demand Generation, ABM is about cross-selling and up-selling to your base. That’s similar to the difference between “hunting and farming” in sales lingo.

With the focus on known accounts comes a different taxonomy and different ways to measure value. The ABM team is measured by the value of the key accounts it expands, versus the quantity of MQLs it produces. To increase key account LTV, Marketing must look not only at segments but at account tiers. Typically, ABM has at least three tiers: 1:many (for which content and channels are customized–often by industry), 1:few (with a mix of customization and account personalization), and 1:1 (with personalization by account and even by contact.) The most effective personalization responds to a client’s specific challenges and pain points.

Buyer personas are still important in ABM, but ABM also focuses on Buying Center Personas. Enterprises often have multiple personas involved in a large purchase. Instead of just nurturing the champion, ABM campaigns often include outreach to Influencers and Ratifiers from Legal, Procurement, Security, and IT – each of whom have very different information needs through the account’s buying journey.

Another key difference between Traditional marketing and ABM is that the former typically segments data you own or can access through software partners. In contrast, ABM technology tools (or ABMtech) are increasingly aggregating data from multiple third-party sources and using proprietary algorithms to surface the contacts most likely to be in the market for your solutions. Your company doesn’t own this intent data, but you can advertise to in-market contacts through the tools embedded in the ABMtech.

In marketing we use budgets to control spend per channel. In ABM we use entitlements to determine how much we’ll spend by tier and account. In both disciplines we run campaigns, but in ABM we include orchestration. These campaigns included scripted handoffs from marketing to inside and field sales so that the customer experience is continuous. So overall your organization is focused less on individual touches and more on maximizing the overall customer experience.

Even if you can identify in-market accounts, nurturing and scoring are still important (because just calling them would be creepy). But in ABM we measure account engagement scores. The AES shows response all known contacts within target accounts and shows if the company is doing research on you.

That shift necessitates a change in measurement. Instead of Marketing filling the funnel and Sales pulling deals out of the bottom, ABM monitors the entire pipeline for target accounts. That forces silo-busting and cooperation, though each team still needs to make goals and prove revenue contribution. ABMtech provides increased capabilities for revenue attribution by touchpoint.

So while ABM is largely focused on expanding the LTV of your base, ABMtech can also help identify in-market prospects and enable nurturing of net-new customers. ABM and DemandGen can and should be twin disciplines. As Jon Miller said while at Engagio, traditional marketing is like casting a wide net, and ABM is like spearfishing. It’s important to do both carefully so you don’t scare the fish. But come on in – the water is fine.

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Posted in ABM, Account-Based Marketing, B2B Marketing, Customer Experience, Digital Marketing, Uncategorized | Tagged ABM, Account-Based Marketing, B2B Marketing, Customer Experience | Leave a comment

Tough Talk About ABM

Posted on November 11, 2020 by Lorena Harris

Account-based Marketing can significantly expand revenue from your customer base. But ABM is advanced marketing. It’s not simple, fast or easy to measure. It can’t be done by one person “on the side” with no resources. It must be sponsored top-down and be given equal weight with traditional marketing and sales methods. Leadership in Marketing, Business Development, Sales and Customer Service must commit to a dual system in which Demand Generation attracts net-new customers and ABM expands customer engagements. ABM requires levels of silo-bridging cooperation that most enterprises that have grown through acquisition struggle to achieve. The technology is not cheap and only part of the equation. ABM requires a 3-year crawl-walk-run roadmap and most companies don’t stick with it that long… BUT… ABM works.

ABM has huge upside potential. Consider these facts:

  • Those who approach ABM with discipline and stick with it can see a lift in average contract value of 171% (TOPO).
  • More than 57% of ABM adopters see significant increases in per-account pipeline and 59% see significant increases in per-account revenue. 69% see significant increases in cross and upsell (Forrester).
  • 87% of marketers say ABM outperforms all other marketing investments in terms of ROI (ITSMA).
  • 86% of surveyed companies reported higher close rates with using Account-Based Marketing and increased lifetime customer value (Topo, via 6Sense).
  • Budget allocation to ABM has increased 40% YoY (Demandbase and Terminus).

Think your company is tough enough for Account-based Marketing? Shoot me a message on LinkedIn and I’ll share the ABM readiness survey I use to assess major enterprises.

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Posted in ABM, Account-Based Marketing, B2B Marketing | Tagged ABM, Account-Based Marketing, B2B Marketing | Leave a comment

Account-based Marketing Adoption Infographic

Posted on September 28, 2020 by Lorena Harris

#AccountBasedMarketing is rapidly gaining traction in #B2Bmarketing, but it’s neither a simple trick nor a silver bullet. Yet #ABM delivers outstanding results when done right.

Learn the best-practice order of approach with The Pedowtiz Group’s ABM Adoption Timeline. Also check out the ABM Readiness Checklist that follows.

ABM Adoption Timeline

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Posted in ABM, Account-Based Marketing, Digital Marketing, Uncategorized | Tagged ABM, Account-Based Marketing | Leave a comment
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