New Priorities for ABM: Benchmarks and Best Practices for 2021

&
New Priorities for ABM:
Benchmarks and Best
Practices for 2021
Rob Leavitt, Senior Vice President, Consulting, ITSMA
Nick Edouard, Co-Founder and CPO, PathFactory
Nancy Harlan, Head of Global Account-Based Marketing, Qlik
Nick Runyon, Chief Marketing Officer, PFL
Karen Webb, Americas Field Marketing, Content Strategy, and Field Enablement,
Dell Technologies Services
ITSMA and ABMLA Webcast
October 28, 2020
#NewPrioritiesABM
@ITSMA_B2B
@ABMLA1

ITSMA and ABMLA Webcast | New Priorities for ABM: Benchmarks and Best Practices for 2021 | October 28, 2020 | OLB201028 Copyright © 2020 ITSMA. All rights reserved. www.itsma.com 2#NewPrioritiesABM
Today’s panelists
Rob Leavitt
Senior Vice President
Consulting
ITSMA
@Robleavitt
Nick Edouard
Co-Founder and CPO
PathFactory
Nancy Harlan
Head of Global
Account-Based Marketing
Qlik
Karen Webb
Americas Field Marketing,
Content Strategy,
and Field Enablement
Nick Runyon
Chief Marketing Officer
PFL

Housekeeping
• Slides and replay available after
the webcast
• If you’re tweeting:
#NewPrioritiesABM
@ITSMA_B2B
@ABMLA1
• Questions? Submit online and we’ll
follow up after the session

Coming soon…

ABM approaches today cut across the three types;
most programs include only one type
Which of the following most closely describe the type(s) of ABM you have implemented
(or are piloting)?
41%
One-to-One ABM
Marketer works with key account teams to develop and
implement highly-customized sales and marketing programs for
individual accounts; typically with 5−50 top strategic accounts
58%
One-to-Few ABM
Marketer works with specific sales teams to create customized
campaigns for small groups or clusters of accounts with similar
business attributes or imperatives (e.g., banks, hospitals, digital
transformation, cybersecurity); usually 5−15 accounts per cluster
50%
One-to-Many ABM
Marketers work with sales to target priority accounts
at scale, using technology to support issue-based
campaigns with personalization; typically hundreds or
more named accounts
Note: Multiple responses allowed. % of respondents (N=300)
Source: ITSMA and ABM Leadership Alliance, 2020 ABM Benchmark Study, August 2020
One-to-One
ABM
One-to-Few
ABM
One-to-Many
ABM
64%
One Type
Only
24%
Two Types
12%
All Three Types

Most ABM budgets have held steady or grown amid the
pandemic even as average spending has fallen slightly
What impact did the COVID-19
pandemic have on your originally
planned 2020 ABM budget? Did
your COVID-adjusted FY2020
ABM budget increase or decrease
when compared to your original
FY2020 ABM budget?
% of respondents
(N=286)
Current ABM budget
increased (compared to
original FY2020 budget)
Current ABM budget
decreased (compared to
original FY2020 budget)
No change in
budget due to the
pandemic (current
and original ABM
budget are the
same)
26%
30%
44%
Average ABM budget change
(compared to original FY2020
budget)
-3.9%

ABM objectives are balanced across new and
existing accounts… with a few recent changes
In response to the Pandemic, have your business objectives
for ABM changed?
% of respondents (N=306)
Yes
42%
No
54%
Don't know 6%
Top changes in
business objectives:
• Growing business
with existing
accounts
• Supporting specific
opportunities or
deals
• Changing
perception with
targeted accounts
Selling to new accounts
Growing business
with existing accounts
Supporting specific major
opportunities or deals
Changing perception/
strengthening reputation with
targeted accounts
Entering new markets/selling
to new types of buyers
Importance of potential business objectives
Mean rating (1–5 scale)
4.1
3.9
3.7
3.5
2.9
New business objectives since the pandemic?

Top challenges today
include metrics,
customization, and
sales education
What are the top challenges your
organization faces today in your
ABM program(s)?
Note: Up to three responses allowed.
Source: ITSMA and ABM Leadership Alliance, 2020 ABM Benchmark
Study, August 2020
Tracking and measuring ABM results
Developing campaign assets that are mass
customizable to allow scale
Justifying the program costs/proving ROI
Educating sales on the process and value of ABM
(e.g., ABM marketers are not event planners!)
Personalizing and tailoring our marketing to the
key contacts at each account
Keeping up with the demand from the sales team
requesting ABM for their accounts
Hiring ABM marketers with the right experience,
skills, and talent
Getting adequate budget to support programs and
resources
Selecting and integrating the martech tools that
will best support our ABM programs
Collecting and using account-based data and
insight
37%
30%
30%
30%
21%
20%
16%
15%
13%
12%
Other Challenges
• Standardizing the approach to ABM across the
company (e.g., divisions, BUs, geos)
• Agreeing on the selection of accounts for the
program
• Adjusting ABM tactics during the pandemic
(e.g., reaching a remote workforce, virtual
events)
• Getting buy-in from sales account teams
• Differentiating ourselves from the competition
at the account level
• Managing an increasingly complex ABM
ecosystem
(e.g., multiple partners, agencies)
• Retaining ABM marketers in the ABM program
• Other

One-to-One
ABM Program
N=122
One-to-Few
ABM Program
N=173One-to-Many
ABM Program
N=149
7
8
15
46
61
41
34
20
26
12
11
19
Exploring Experimenting Expanding Embedded
Most ABM programs are still in early development
Source: ITSMA and ABM Leadership Alliance,
2020 ABM Benchmark Study, August 2020
In what stage is your
ABM program?
% of respondents
ABM Development Stages (ITSMA ABM Adoption Model)

Lightning round!
Proudest
accomplishment
this year

Somewhat or
significantly
higher ROI
than traditional
marketing:
77%
Tracking and measuring ABM impact continues to
be a top challenge
Does your company measure ABM return on
investment (ROI)?
Yes
61%
No
31%
Don't know 8%
Top ABM Metrics:
• Pipeline growth (increase in sales
funnel
• Revenue growth/total revenue
• Engagement (campaigns, events,
meetings, etc.)
• Return on ABM investment (ROI)
• Deal size/transaction size

Maturity matters! The most mature programs have
far greater impact across the 3 R’s of ABM
Customer brand perception, awareness,
and knowledge
Pipeline growth
Coverage: number of relationships/
new relationships across accounts
Revenue growth
Win rate/number of deals closed 12%
9%
20%
19%
17%N=150
N=177
N=181
N=162
N=166
What changes have you seen in these metrics that can be attributed to ABM?
% of respondents reporting significant improvements
32%
42%
47%
50%
52%
.
N=29
N=36
N=36
N=31
N=36
Most Experienced All Others

Customizing and personalizing at scale:
Core themes and modular assets
Individuals/
Personas
Accounts/
Clusters
Roles
Industries
Core theme
Digital
Transformation
Financial
Services
IT
Citibank/
top banks
Citi
CIO
Marketing
Geico/
insurance
Geico
CMO
HR
Media
and Tech
IT
Disney
Disney
CIO
Retail
Finance
Walmart/
Discount
Walmart
CFO
Source: ITSMA, How Executives Engage
Survey, 2019
Top types of
personalization
• My specific business
issues
• My industry
• My role/function
Ways to
personalize
• Delivery
• Introductions
• Visuals
• Scenarios/case studies
• Experts
• Solutions
• Calls to action

Our ABM programs are closely
aligned with our sales coverage
model (e.g., top-tier accounts,
second-tier accounts, etc.)
23
ABM marketers at our company
work hand-in-hand with the inside
sales reps (e.g., business
development reps/BDRs/SDRs)
22
Since the pandemic,
ABM marketers are working
more closely with sales
18
We are completely satisfied with the
degree of collaboration between
marketing and sales when it comes
to ABM
10
Working with Sales: Better since the pandemic?
To what extent do you
agree or disagree with
the following statements?
Mean rating
(N~278)
Note: Mean rating based on a 5-point scale where
1=strongly disagree and 5=strongly agree.
Top box score is the percentage of respondents
that strongly agree.
1=Strongly
disagree
Mean rating 5=Strongly
agree
Top Box
Score %
3.9
3.8
3.0
3.6

Developing high impact campaigns… virtually:
Most effective tactics across each type of ABM
Note: Up to three responses allowed.
One-to-One ABM One-to-Few ABM One-to-Many ABM
Webinars and virtual events (owned) Webinars and virtual events (owned) Webinars and virtual events (owned)
Account-specific (custom/bespoke)
content and thought leadership
Email marketing/e-newsletters
(owned)
(owned)
Executive-to-executive relationship
programs
Account-specific (custom/bespoke)
content and thought leadership
Paid social media
Paid social media Paid social media Reverse IP/targeted digital ads/
retargeting
(owned)
Executive-to-executive relationship
programs
Content syndication

Dell Technologies Services creates interactive, relevant
experiences with its Virtual Headquarters (vHQ)

Lightning Round!
Favorite
new
tactic

An executive engagement imperative?
Buyers are looking for guidance and collaboration
1
Executive level buyers are hungry for new ideas
for post-pandemic growth
2
Relevant thought leadership is essential to drive
engagement
3
High touch, interactive approaches are essential,
especially with the dramatic shift to digital
4 Sales needs to step up and be more consultative
Source: ITSMA, How Executives Engage Survey, Part 2, September 2020
ITSMA’s 2020
How Executives
Engage Survey,
Waves 1 & 2

Companies are still early in leveraging technology and
data... but the most effective programs are further along
Leaders vs. laggards
The most effective programs are
significantly more likely to use:
• Account Insights
• Prospect Insights
• Engagement Insights
• Data Management
• Business Intelligence
• Content Activation
• Predictive
Email  Website  CRM  Social
Analytics  Events  Advertising  Account Insights
Marketing Automation  Direct Mail  Intent
ABM Platform  Attribution and Reporting  Content
Syndication  Third-Party Data  Sales Automation  Prospect
Insights  Engagement Insights  Data Management  Content
Management System  Testing and Optimization
Lead-to-Account Matching  Business Intelligence 
Content Activation  Chat  Tag Management 
Routing software  Predictive  Data Management
Platform  Customer Data Platform
> 70%
40–60%
25–39%
< 25%
Note: Multiple responses allowed.

ABM platform tops the list of planned investments
in new technologies
Top Planned Additions
• ABM Platform
• Attribution and Reporting
• Lead-to-Account Matching
• Predictive
• Chat

Expand what we do for accounts currently in
our ABM programs (e.g., account research,
tailored content, targeting advertising,
targeted events, etc.)
Stronger focus on applying ABM to major
defined sales opportunities or deal pursuits
Add technology to automate and create more
leverage for existing programs
Add more marketing resources to cover more
accounts/clusters/segments
Adopt a blended approach using more than one
type of ABM to cover more accounts/clusters/
segments (e.g., One-to-One ABM, One-to-Few
ABM, and One-to-Many ABM)
Add education and training to increase ABM skills
among existing marketers
Develop new tools and templates to facilitate
reuse and best practice sharing
66%
49%
48%
44%
40%
38%
38%
Other approaches include:
• Add ABM programs in new geographies/
business units/divisions
• Have existing marketers cover more
accounts/clusters/segments
• Reduce the number of accounts we cover
with our ABM programs
• Reduce spending for ABM programs but
still cover the same number of accounts
• Other
Top 2021 priorities
include more
customization, deal-
based focus, and tech
Looking ahead to FY2021, what
approaches are you likely to take
with your ABM programs?

Closing
thoughts

Thanks for joining us!
Rob Leavitt
Senior Vice President
Consulting
ITSMA
Rleavitt@itsma.com
@Robleavitt
LinkedIn.com/in/rleavitt
Nancy Harlan
Head of Global
Account-Based Marketing
Qlik
Karen Webb
Americas Field Marketing,
Content Strategy,
and Field Enablement
Nick Runyon
Chief Marketing Officer
PFL
Nick Edouard
Co-Founder and CPO
PathFactory

Research
Education
Advisory
Community
Learn more at itsma.com and abmleadershipalliance.com

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