Speaker 1: This is the Full Funnel bt B Marketing podcast, brought
Speaker 1: to you by full Funnel dot Io. Let's start.
Speaker 2: Everyone, We're back with our new episode of full Funnel Life.
Speaker 2: And for this week, we selected a topic that apparently
Speaker 2: appeared on our radar folk quite a few months, repeatedly
Speaker 2: and more precisely, whenever we had discovery calls with the
Speaker 2: new prospects about account based marketing that was kind of
Speaker 2: a repetitive pattern where let's say CMOS or the piece
Speaker 2: of marketing we were talken through. They were saying, my
Speaker 2: team has anyhow running ABM, we are doing some sort
Speaker 2: of it, and like, how can we how can we
Speaker 2: find it right? And the truth is that if somebody
Speaker 2: is coming to us, it means that they are usually
Speaker 2: not satisfied with how the program, but another let's say site,
Speaker 2: they have sales team, product client success leadership who might
Speaker 2: have different opinions about account based marketing, different perception or
Speaker 2: understanding of account based marketing. There all of marketing and
Speaker 2: sales in a b M right, And what we decided
Speaker 2: to do today is basically sharing with you the six
Speaker 2: core components. Obviously, you can spend way more time and
Speaker 2: we could prepare a much bigger least for your audit.
Speaker 2: But we just selected these six most common areas where
Speaker 2: companies are not So let's say they are making mistakes
Speaker 2: that a leading to let's say, lower efficacy of the
Speaker 2: ABM programs. Right, Let's put it like this. I don't
Speaker 2: want to call it they're doing it wrong way or
Speaker 2: they're doing it incorrectly, but let's say they're doing it
Speaker 2: that way. That leads to the program and the performance.
Speaker 1: That's the key.
Speaker 2: So we're going to share. We are going to share
Speaker 2: with you this six core areas, will share the kind
Speaker 2: of the setup that leads to the lower efficacy and
Speaker 2: the setup that leads to the better efficacy, and how
Speaker 2: to fix it right, how to go from let's say,
Speaker 2: how to refine it. Uh, you're very welcome to ask
Speaker 2: any questions, and let us know in the chat where
Speaker 2: you guys all joining us from where again broadcasting from
Speaker 2: Signy and warm Spain. Let us know in the chat
Speaker 2: where you guys all join us from. And while you're typing,
Speaker 2: I'll just quickly move forward, right the current state of
Speaker 2: a BM that we are constantly Here is what I
Speaker 2: just said, and this is how this is. Uh, this
Speaker 2: was recently defined by one of let's say, B two,
Speaker 2: B C. Most we were talking about, uh about ABM.
Speaker 2: We are doing ABM already. We have a named account
Speaker 2: list that our sales team is targeting and our marketing
Speaker 2: team is trying to get in front of them. Technically,
Speaker 2: that could be called account based marketing. You have the
Speaker 2: shared list of accounts, sales are prospecting them, and marketing
Speaker 2: is targeting them. Can you call it a BM for sure? Right?
Speaker 2: But the problem is what's jalay Uh, the CEO and
Speaker 2: co founder of Mutiny, described brilliantly in that post right
Speaker 2: that ABM is the teenage sex of the new decade. Right,
Speaker 2: a lot of well, let's say everybody is talking about
Speaker 2: it if you are actually doing it, no, almost nobody
Speaker 2: is good at it, right, And the problem is that
Speaker 2: there is no formal education of ABM. Let's be honest, Well,
Speaker 2: do most of us learned about ABM. Most of us
Speaker 2: learned from the content created by ABM vendors by platform
Speaker 2: first of all, by technology vendors by platforms, and that
Speaker 2: set up the understanding. While let's say not so many
Speaker 2: of us learned the hard way. For example, what used
Speaker 2: to work for Sonya for big corporations and corporate projects.
Speaker 2: I used to be an enterprise sales and market and
Speaker 2: where my market was limited to kind of fifty plus
Speaker 2: core retail chains and the contract values right from five
Speaker 2: hundred k to fifty million dollars per year, right, and
Speaker 2: then the only thing that you could do is just
Speaker 2: account based marketing. And we have kind of pretty different
Speaker 2: understanding of how good ABM looks like compared to let's
Speaker 2: say the conventional ABM knowledge. So that being said, this
Speaker 2: is kind of the state, right, the state that lots
Speaker 2: of teams they think they are doing ABM, but it's
Speaker 2: quite often it underperforms. So from that perspective, we are
Speaker 2: going to share with you these six core layers highlights
Speaker 2: the setup of like let's say low FIC as a
Speaker 2: setup and high I think as a setup and how
Speaker 2: to fix it. And the first one I'm going to
Speaker 2: past microphone to what is account is building at the
Speaker 2: account selection right, the most kind of the most common
Speaker 2: mistake is happening.
Speaker 1: Thank you Andrey, Hello, welcome to everybody joining from actually
Speaker 1: all over the world. And as always, there is some
Speaker 1: discussion about ABX. Patent said ABX as a joke never
Speaker 1: caught on. It's true that actually I run into this
Speaker 1: frequently that internally in the organizations, the fact that we
Speaker 1: call account based marketing marketing, that there is a word
Speaker 1: marketing in it just makes everybody assume it's a marketing responsibility.
Speaker 1: And the way that we were thinking about this internally
Speaker 1: and sometimes how we present this two prospects, this account
Speaker 1: based motion just to kind of avoid the marketing trap,
Speaker 1: because indeed, when done without sales, it's not effective. Right,
Speaker 1: So let's dive into the first aspect and when we
Speaker 1: looked at the programs, because a lot of times we
Speaker 1: might be invited by our prospects and our clients to
Speaker 1: help them fix an ineffective program in effective accountanies marketing
Speaker 1: program or accounty motion and one of the categories or
Speaker 1: one of the characteristics of let's say good well performing
Speaker 1: programs and also our performing programs that we see everywhere
Speaker 1: that makes one of the biggest differences is exactly how
Speaker 1: the list was built and the low efficacy way of
Speaker 1: building the list. And something that we see everywhere is
Speaker 1: usually the sales will share their lists with marketing and
Speaker 1: maybe in addition, what happens quite frequently is hey, you
Speaker 1: know what these are our lists of target accounts, and
Speaker 1: by the way, these are the industries that we are
Speaker 1: focused on so marketing. What they do is they basically
Speaker 1: kind of build two lists. There is the sales list,
Speaker 1: and then they also include in other way targeting let's
Speaker 1: say all the financial service companies in the United States,
Speaker 1: all SAUS companies that are larger than five hundred employees
Speaker 1: in North America or such broad targeting based on the industry,
Speaker 1: the size of the organization, and then targeting specific titles
Speaker 1: in there. And while there's actually nothing wrong with sales
Speaker 1: lists per se, the problem is that I always think
Speaker 1: about this anecdote when I was speaking to one of
Speaker 1: sales director and asked him about how their sales lists
Speaker 1: were built, and he was like, well, we just take
Speaker 1: the biggest accounts in our territory. That's basically how they
Speaker 1: build a list. And I'm not saying that every sales
Speaker 1: team is doing that. There let's say more advanced or
Speaker 1: more refined ways in which they are building the list.
Speaker 1: But very frequently these lists are there is no indication
Speaker 1: that these accounts actually may have a need, There is
Speaker 1: no indication that they might actually be a good fit.
Speaker 1: There are no specifically, there is no sufficient research being
Speaker 1: done to basically say, hey, you know what, these are
Speaker 1: a good fit. They actually have a need or there
Speaker 1: is some indication, some signals that these accounts may have
Speaker 1: a need for a product like us. And there is
Speaker 1: another aspect of it, and this is so other than
Speaker 1: being broad or having lists where there is no necessarily intent,
Speaker 1: there is not even necessarily a product need, is that
Speaker 1: these lists are treated as static. And what do we
Speaker 1: mean by that is there is a list and we
Speaker 1: go after that list and that doesn't change. Well, maybe
Speaker 1: it's reviewed quarterly or yearly or whatever, but usually this
Speaker 1: is a static list. And of course we know that
Speaker 1: these accounts, they don't sit still. There's stuff that is
Speaker 1: happening the market, that is stuff that is happening within
Speaker 1: those accounts, and we need to take that into account.
Speaker 1: In other words, we need a more dynamic view of
Speaker 1: our target accounts. So how does a selection look like
Speaker 1: for high efficacy programs or those who usually achieve better conversions,
Speaker 1: better results. Is that we take We take the source.
Speaker 1: We can take those sales lists for sure as a source,
Speaker 1: but we also look at the intent data, the intent
Speaker 1: based on the research and the intent data, just intent
Speaker 1: and engagement data. And we actually so again, you don't
Speaker 1: necessarily have to say, hey, you know what, I'm going
Speaker 1: to ignore the sales lists. You can actually in a
Speaker 1: lot of organizations, you might not even have that choice.
Speaker 1: You might have to actually focus on the sales list.
Speaker 1: But at least what you need to do is prioritization
Speaker 1: of those lists. From the hundreds of accounts that are
Speaker 1: in that list, which of those do we need to
Speaker 1: focus on, and not necessarily hey, just let's sort them
Speaker 1: by size and start from top to bottom. Let's stay
Speaker 1: the top ten. So when we are talking about the
Speaker 1: numbers here, we are talking about numbers that are related
Speaker 1: to the number of people who are actually actively working
Speaker 1: in the program. So you cannot just say, you know,
Speaker 1: your list should have fifty accounts. Well, depends on how
Speaker 1: many salespeople are actually involved in actively engaging with those accounts.
Speaker 1: Because one person, if a one person is supposed to
Speaker 1: create personalized approach, an account plan, and a personalized approach
Speaker 1: to each of the ten different buyers in those fifty accounts.
Speaker 1: We're talking about five thousand people fifty accounts. I don't
Speaker 1: know how many different departments that you need to study, understand, research, engage,
Speaker 1: et cetera, et cetera. That's obviously impossible. That's why we
Speaker 1: always speak about the size of the list in function
Speaker 1: of the number of salespeople that are involved in behaving program. Okay,
Speaker 1: and then I also mentioned prioritization, and the way that
Speaker 1: we look at prioritization is basically according to three main criteria.
Speaker 1: Let's say, the level of awareness. Are these accounts even
Speaker 1: aware of us? Or are they not aware of us?
Speaker 1: In other words, if these accounts don't even know that
Speaker 1: we exist, if they are not regularly engaging, visiting our website,
Speaker 1: or aware of basically our value proposition what we can
Speaker 1: mean to them, then that would be our job. Right.
Speaker 1: Our job is then to basically create awareness, and there
Speaker 1: we can have a larger amount of accounts, and it's
Speaker 1: usually marketing mainly who is kind of taking care of
Speaker 1: those accounts and creating awareness. Now that we have accounts
Speaker 1: that are aware of us, then we can make a difference. Okay,
Speaker 1: they seem to know us, but do we know them?
Speaker 1: In other words, do we have any indication that they
Speaker 1: actually have an active need? Is there some indication that
Speaker 1: they're actually looking to solve a specific problem. Is there
Speaker 1: some priority, some strategic priority initiative, strategic initiative happening in
Speaker 1: those target accounts that might be driving the need for change.
Speaker 1: Are the new executives coming on, are theyre hiring new personnel,
Speaker 1: Are they in target department, let's say in our case,
Speaker 1: maybe they're hiring a new AVM lead. Are there any
Speaker 1: other educations that are meaningful to you that these accounts
Speaker 1: may be showing some signals, some that you can basically
Speaker 1: based on your research, is on the signals the derived
Speaker 1: that they may have a need. And it's also very
Speaker 1: important to take into account that not everything can be
Speaker 1: found out by just looking at their website, at their
Speaker 1: quarterly updates or any other public information that we have
Speaker 1: access to. Some of the information, actually the most interesting
Speaker 1: information you can only get from the inside, from the buyers,
Speaker 1: from the people who are inside those accounts. I sometimes
Speaker 1: call it like insider information because maybe there is like
Speaker 1: strategic priorities on the high level that have been communicated
Speaker 1: by the CEO, But really how that trickles down and
Speaker 1: how that translates, and whether they're actually actively looking for
Speaker 1: a solution to a specific problem. You might only be
Speaker 1: able to find that out through a call or other
Speaker 1: kinds of conversation with the buyer. And that's why it's
Speaker 1: so important that we also involve sales, especially sales development,
Speaker 1: earlier in the process. And that's why we speak about
Speaker 1: this middle list. So the left one that you see
Speaker 1: here is cluster ICP. These are all the accounts that
Speaker 1: belong to the target cluster that we have identified and
Speaker 1: want to focus on, that are not aware of us.
Speaker 1: And then those that are aware of us, but we
Speaker 1: don't really know them, we don't have information. Now what
Speaker 1: we need to do is we need to start researching
Speaker 1: those accounts. We need to map their buyers. They start,
Speaker 1: need to start engaging those buyers and try to get
Speaker 1: information from both research the signals that engagement and tense signals,
Speaker 1: but also through that engagement, through that sales engagement, also
Speaker 1: try to get some insider information. And finally, the third
Speaker 1: group are those who we know them. They know us,
Speaker 1: there is sufficient evidence signals to make us believe that
Speaker 1: they indeed have a need and they are actually there's
Speaker 1: multiple engagements. Maybe there is an initial relationship at least
Speaker 1: like it's easy. There is maybe back and forth between
Speaker 1: one of our salespeople and one of their buyers, even
Speaker 1: if it's just on social or email, so we are
Speaker 1: able to kind of start a conversation with them. We
Speaker 1: put them in active focus. So these are the accounts
Speaker 1: that we're focusing on. So coming back to the numbers,
Speaker 1: how big business should be, Well, when you look at
Speaker 1: the active focus where you're basically driving kind of personalized
Speaker 1: one on one personalized programs, trying to engage in book
Speaker 1: discovery calls with those accounts there we are talking about,
Speaker 1: you know, maximum ten, we are talking about a handful
Speaker 1: of accounts. When we're talking about future pipeline accounts, we
Speaker 1: are talking about a couple of dozen, right, so we're
Speaker 1: not talking about I think fIF mexic in fifty is
Speaker 1: really already quite a lot. I would say, right, you
Speaker 1: may even have fifty just in the custoizity depending on
Speaker 1: the size, and you become complex to the number of
Speaker 1: buyers that you will have there. So to sum it
Speaker 1: all up, what we want to do is we want
Speaker 1: to prioritize accounts based on their level of awareness, based
Speaker 1: on also the revenue potential and also whether there is
Speaker 1: there are any signals that they're engaging. There is some
Speaker 1: relationship being formed, and there are some signals that they
Speaker 1: might actually be in the market, that there might actually
Speaker 1: at least have a problem high priority problem there that
Speaker 1: have the need for your product. These these are the
Speaker 1: kindomcrit here that we would use to select those accounts.
Speaker 1: So very different than just going after all the accounts
Speaker 1: that sales send to you.
Speaker 2: Yeah, and also I would love to say that that's
Speaker 2: very different from like conventional ABM knowledge. Why you have
Speaker 2: one do many and one to few, one to one,
Speaker 2: and you separate all the accounts and then you pat
Speaker 2: you define for one to one, I want to have
Speaker 2: the X number of accounts, and what happens here it's
Speaker 2: maybe the biggest where the biggest let's say challenge lies
Speaker 2: is marketing says, hey, here's the philosopher one to one
Speaker 2: cell say, oh fantastic, we have prioritized this. Let's say
Speaker 2: five biggest accounts in our area, which seems to be fine.
Speaker 2: But the problem is, let's think about we want to
Speaker 2: sell to JP Morgan, right, and five biggest banks JP Morgan, Morgan, Stanley,
Speaker 2: you name it, right, what happens next? We have no
Speaker 2: connections there, we have no idea if they're in the
Speaker 2: market or if any business unit is in the market
Speaker 2: with whom we should engage, etc. Which means that with
Speaker 2: one to one ABM, we are supposed to create awareness first.
Speaker 2: But will sales actually be doing this and all? And
Speaker 2: let's ask a honess question. Are there any organizations that
Speaker 2: will allow sales and market and spend inenormous time on
Speaker 2: just creating awareness in one account and at the end
Speaker 2: just understand that this account is not in the market.
Speaker 2: This is the biggest problem and this is where we
Speaker 2: feel the fundamental mistake lice when companies say, hey, we
Speaker 2: are doing this one to one one too many, et cetera,
Speaker 2: and when they start selecting account and mentione it too. Now,
Speaker 2: as we promised, we're going to share how to fix it.
Speaker 2: So what I did. I also made screenshots from our
Speaker 2: course about account this marketing, So if you guys would
Speaker 2: love to dive deeper into the process, because obviously we
Speaker 2: can't just come up with the actual exercises and show
Speaker 2: this in detail. So we're going just explain the principles here.
Speaker 2: But if you want to dive deeper, you can you
Speaker 2: can take our course which is the part of full
Speaker 2: Final Academy. Now what we're going to do as the
Speaker 2: first step for this account selection, right, we need to
Speaker 2: as what mentioned, we need to define account qualification criteria, right,
Speaker 2: what criteria we are going to apply to generally select
Speaker 2: the accounts first, and then define this account prioritization criteria.
Speaker 2: How we are going to segment these accounts between these
Speaker 2: three sub lists? Where should we start? We shouldn't start
Speaker 2: just simply ask and selles, Hey, what are the best
Speaker 2: accounts we want to target? The best scenario is when
Speaker 2: you pick up one specific use case. And we spoke
Speaker 2: many times about why use case or cluster based ABM
Speaker 2: is much better than let's say, vertical based, et cetera.
Speaker 2: For a specific use case, you extract the biggest deals
Speaker 2: and the fastest deals, depending on how much data you have. Well,
Speaker 2: usually recommend to look at the last twelve to eighteen
Speaker 2: months because it's still fresh, right, and we recommend you
Speaker 2: to extract maybe a suite of five deals again depending
Speaker 2: on how much data you have, right for that for
Speaker 2: that specific use case, biggest and fastest deals, and also
Speaker 2: recommend to look at the five recent loss recently lost
Speaker 2: deals for the same specific use case. When you extract
Speaker 2: this data, you can start and this is obviously a
Speaker 2: joint exercise between marketing and sales. You need to involve
Speaker 2: false account executives for this exercise. You need to discuss
Speaker 2: a key So what are the patterns we're seeing here?
Speaker 2: What are the characteristics of the accounts that are making
Speaker 2: them a great feed? And it could be fun I
Speaker 2: mean pharmographics. Everybody knows. I don't need to speak a
Speaker 2: lot about this. But what other criteria. Maybe some technologist
Speaker 2: set up maybe missing I don't know, missing missed critical
Speaker 2: components and the infrastructure. Maybe they are hiring for specific roles,
Speaker 2: and this is an evidence that this company is going
Speaker 2: to prioritize a specific solution, opening new offices, whatever, Right,
Speaker 2: the key point is to understand these patterns and our
Speaker 2: next step while we're doing this, we want to leverage
Speaker 2: these patterns and create account qualification. And this qualification criteria
Speaker 2: you can see our example. Obviously, our example is way
Speaker 2: more simplified. We're not let's say, we're not that sophisticated
Speaker 2: a company and were already created a pretty niche market.
Speaker 2: But still you can see some important criteria for us.
Speaker 2: For example, the distributed go to market teams. We know
Speaker 2: that let's say from the longevity of our projects. The
Speaker 2: companies that have multiple go to market teams and multiple
Speaker 2: regions let's say Emia, North America, A, et cetera. Right,
Speaker 2: for us, this is a sweet spot because then we're
Speaker 2: held companies to create a central framework and adapt it
Speaker 2: to the regions. We look at all side sales and
Speaker 2: marketing team size because the question is do we actually
Speaker 2: have I mean from the company side, right, do we
Speaker 2: actually have resources to implement ABM, Because let's not pretend
Speaker 2: that it could be done, you know, with just somebody
Speaker 2: who is going to spend a few hours a week
Speaker 2: and assume that it will move the needle. Right, This
Speaker 2: is the key. Next, when you analyze these deals, it's
Speaker 2: essential to extract the entire buying committee, not just saying, hey,
Speaker 2: we're selling to the piece of it. See No, but
Speaker 2: you just need to understand the entire kete actually from
Speaker 2: top to the bottom, right, who are the end users,
Speaker 2: who are the champions, who are the decision makers and
Speaker 2: budget holders, etc. And if you'll do a deep analysis,
Speaker 2: not just generic you know statement, hey we're selling to
Speaker 2: this VP plus or C plus level. No, when you
Speaker 2: start looking at when you analyzing the deals, you'll see
Speaker 2: who exactly is engaging and you can uncover tons of
Speaker 2: different profiles that will be helpful for your marketing. And lastly,
Speaker 2: why we do the analysis of lost deals because we
Speaker 2: want to understand the same patterns, right, what makes this
Speaker 2: account a bad feed? Because sometimes there are companies like
Speaker 2: you can see the account qualification criteria on a paper,
Speaker 2: they looks fantastic, right, and we want to say, okay,
Speaker 2: this is the perfect account, We're going to work with it.
Speaker 2: But then you have a discovery call and then you
Speaker 2: realize that it's a bad company due to certain criteria. Right.
Speaker 2: So that's why it's essential to identify this criteria, make
Speaker 2: them tangible together with sales, and then when you receive
Speaker 2: sales list, you're the first thing that you do. You
Speaker 2: qualify all accounts due to this jointly approved account qualification criteria.
Speaker 2: When it's prioritized, then you start doing this account prioritization criteria.
Speaker 2: What blood already covered last ICP very simple. Here what
Speaker 2: we all qualified accounts right now? Which of those accounts
Speaker 2: should be moved to future pipeline accounts? You need to
Speaker 2: sit down again together with cells and create a joint
Speaker 2: definition of engaged or an account that is aware of
Speaker 2: your product. Right, there is like sometimes we get on
Speaker 2: this question, what is like a good indicator of print awareness?
Speaker 2: And the only good answer to this is the one
Speaker 2: that you agree together our cells that you can leverage. Right,
Speaker 2: you need to kind of define the behavior if you
Speaker 2: want some signals that this account should demonstrate, so you
Speaker 2: can say for sure, okay, this account is engaged. We
Speaker 2: can now move it to the future pipeline list right
Speaker 2: where you are going to spend more time on the
Speaker 2: buying committee MAPP and multis read and engagement, et cetera,
Speaker 2: to validate their needs and lastly actually focus the same story.
Speaker 2: What criteria will tell us that this account is in
Speaker 2: the market, there is an evident need that we can
Speaker 2: help them with our product. We can create this, we
Speaker 2: can create certain solutions for them, and we have the
Speaker 2: relationship with these accounts. So these are the core steps
Speaker 2: that you need to take. And you go from like, okay,
Speaker 2: we are trying to get in front of the accounts
Speaker 2: that selles our perspective to precise account least where you
Speaker 2: know what you both, I mean both marketing and sales
Speaker 2: are going to do. This is critical. So that being said,
Speaker 2: let's move to the second layer, which is our favorite,
Speaker 2: account research. Everybody claims they are doing this, but where
Speaker 2: to us Quite often it's very far from how good
Speaker 2: account research looks like and how it should be leveraged
Speaker 2: and the final past macro front of that. Guys, feel
Speaker 2: free to type your questions in the chat and the
Speaker 2: Q and A section will make sure we're going to them.
Speaker 2: So now was that then said, let's move to the
Speaker 2: account research.
Speaker 1: So account research is you might do a bit of
Speaker 1: research or so the initial research when you're qualifying the
Speaker 1: accounts to even include them in your list, but once
Speaker 1: the accounts start, once the accounts are included in your
Speaker 1: future pipeline list, the second list, second priority, let's say,
Speaker 1: is when you should start more in depth research. So
Speaker 1: let's look at how it looks like when it's done,
Speaker 1: let's say, with room for improvement, and how it can
Speaker 1: be done better. So a lot of companies, Actually, I
Speaker 1: think it's not that the companies and that there are
Speaker 1: no individuals within those companies that are not doing account research.
Speaker 1: I'm sure that there's always you know, a few good
Speaker 1: account executives who will spend a lot of time and
Speaker 1: will know exactly what to look at when they have
Speaker 1: a qualified opportunity or a qualified inbound let's say lead
Speaker 1: or something like that, they will spend time on that
Speaker 1: target account and they will die and they will do
Speaker 1: a lot of research there. What we're talking about is
Speaker 1: actually something that should happen earlier as a part of
Speaker 1: developing that pipeline. So account executives are really good, but
Speaker 1: they are focusing on active pipeline and I'm talking about
Speaker 1: a step before and this step is usually supposed to
Speaker 1: be done by the BDRs SDRs, and some companies that
Speaker 1: actually have account based marketing staff have actually team members
Speaker 1: they're doing part of that research. And then it's kind
Speaker 1: of I think the biggest problem is that there is
Speaker 1: no standard there is no standardized process. And the biggest
Speaker 1: problem with that is not that we are such stickler
Speaker 1: for you know, having a checklist, but it's really about
Speaker 1: what is the actual information that we are looking at
Speaker 1: that we're looking for, What do we need to know
Speaker 1: about those accounts? And as important, what are we going
Speaker 1: to do with that information? Because I've seen a lot
Speaker 1: of times what happens is that you know, you know,
Speaker 1: maybe a consulting company comes in or they hear about
Speaker 1: it Okay, we should do more research and personalize more.
Speaker 1: But what really happens is that they start with that research,
Speaker 1: they uncover a lot of interesting information, but then okay,
Speaker 1: what do we do with that? I think that's also
Speaker 1: important to basically connect the dots between that research and
Speaker 1: actually what you're doing with that, so that it actually
Speaker 1: starts making sense that you're putting that in practice. So
Speaker 1: standardized process. What is the information that we that we
Speaker 1: are looking for and why? Second, how are we doing that?
Speaker 1: Is it just pure purely based on what the databases
Speaker 1: and technology, like tools like deep research from tragedyp or
Speaker 1: you know click can do for us and find out
Speaker 1: in a quote unquote scalable way, And like where is
Speaker 1: this information stored? Like is this information that you know?
Speaker 1: Very frequently it might be in that clay table, or
Speaker 1: it might be at the best case, you know, some
Speaker 1: of the data might end up in the CRM. But
Speaker 1: in most cases, what is missing is a kind of
Speaker 1: a three hundred and sixty view of that account because
Speaker 1: there is very frequently some information that marketing has in
Speaker 1: their system. There is some information that sale sales might
Speaker 1: have in their tools. Maybe even a lot of times
Speaker 1: I've seen like sales team to having each salesperson having
Speaker 1: their own spreadsheet or a document for each account that
Speaker 1: they're researching, and maybe some information in the c is
Speaker 1: in the CERRRAM. And these silos also create this what
Speaker 1: we call account blindness. Right, So what do you look
Speaker 1: for how you're going to use it? Is it limited
Speaker 1: to what the technology can find out in a quote
Speaker 1: unquote scalable way, and whether you have one place where
Speaker 1: you're actually collecting all of that information. And then I
Speaker 1: mentioned already the way that it's being used very frequently
Speaker 1: in low efficacy a count research approaches. What we're basically
Speaker 1: looking for is to get some insight about that target
Speaker 1: account so that we can say, hey, Andrey, I see
Speaker 1: that you're focusing on training client teams through full funnel academy. Right,
Speaker 1: And then basically they mean it's true, it's personalized. It's true, right,
Speaker 1: but really what you see there as a third sentence,
Speaker 1: I've built an AI system that delivered ten to twenty
Speaker 1: qualified meetings a month, which is the pitch of the
Speaker 1: product that doesn't change. So it's not like I have
Speaker 1: a solution to a problem. No, I have a solution.
Speaker 1: I have a hammer and everything looks like a nail,
Speaker 1: and I don't care. I just want to attract your
Speaker 1: attention with that first sentence. But then I'm going to
Speaker 1: pitch you the unrelated meeting. So I love how John
Speaker 1: Miller explains this. He says, now each prospect gets a
Speaker 1: uniquely personalized, uniquely irrelevant email in their inbox, which is
Speaker 1: really what this is if you look at it right.
Speaker 1: So how does it Where does this come from? A
Speaker 1: lot of it comes from actually from the technology providers
Speaker 1: out Please correct me if I'm wrong. If there is
Speaker 1: anybody who is attending this, like who hasn't heard about
Speaker 1: Clay or maybe GTM Engineering. They are like very hot
Speaker 1: terms about you know, AI agents that are you know,
Speaker 1: running the SDR motion and replacing whole teams and doing
Speaker 1: all these research and personalized outreach. They're different angles to
Speaker 1: the same story, which is the story that we're sitting here. Essentially, Okay,
Speaker 1: let's get some information and then use that in the
Speaker 1: same old way, in the same all outbound way, trying
Speaker 1: to make the first part of the email, let's say,
Speaker 1: more personalized, but still basically doing the same for everybody.
Speaker 1: So a lot of the marketing, a lot of marketing
Speaker 1: dollars have went into you know, promoting tools like that
Speaker 1: like Clay, and they have a huge community of people
Speaker 1: who are, you know, sharing recipes for Clay et cetera.
Speaker 1: And we we are, we love the tool, we are
Speaker 1: using it ourselves. We there is a lot of use
Speaker 1: for the tool itself. That tool itself is not a
Speaker 1: problem at all. So please don't get me wrong. When
Speaker 1: I'm not here trying to beat down on Clay, I'm
Speaker 1: just on the contrary.
Speaker 2: On the contrary, it's an amazing tool that is completely
Speaker 2: miss misused to this.
Speaker 1: Being misused by a lot of people exactly exactly so,
Speaker 1: and it's it's it's a piece of the puzzle. That's
Speaker 1: how you need to treat it. So what does a
Speaker 1: good account research look like? High efficacy is basically, first
Speaker 1: of all, you need to understand what are the actual
Speaker 1: research questions. What we always like to do is we
Speaker 1: like to sit down with an account exact I also
Speaker 1: love to start with the sales director and then sit
Speaker 1: down with actual accounting executives and just take one specific
Speaker 1: account and just ask them basically, if you had to
Speaker 1: pitch this account tomorrow, if you had to bet your
Speaker 1: commission on this account, what would you like to know?
Speaker 1: And then show me also step by step, just take
Speaker 1: us through this process. What are the questions that you
Speaker 1: will need to answer about this account? What are the
Speaker 1: things that you would like to know to be able
Speaker 1: to prepare one hundred percent personalized pitch if you like
Speaker 1: to also be able to evaluate whether it's worth patting
Speaker 1: information on this account. Right, and so, usually when you
Speaker 1: start going through one account and start digging deep, you
Speaker 1: may uncover like ten fifteen different research questions. You know,
Speaker 1: and you mentioned some of them that are more about
Speaker 1: qualifications and signals, like, you know, are they maybe are
Speaker 1: they hiring a specific role? Maybe if your solution is
Speaker 1: linked to specific regulations, then specifical locations may makes sense.
Speaker 1: Other locations may make no sense. Or specific location states
Speaker 1: countries are really interesting right now because they have changing regulations.
Speaker 1: Maybe I took that example too far. You will be
Speaker 1: looking at things like basically how maybe how the team
Speaker 1: is structured. You will be looking at the company news
Speaker 1: specific and when we say company news or updates, it's
Speaker 1: not about just like collecting the latest updates about the company,
Speaker 1: but you're looking about specific initiatives. So let's say you
Speaker 1: are selling a retail solution, and you know that the
Speaker 1: pain that you're solving is really very big for those
Speaker 1: retail chains who are opening new locations, while you may
Speaker 1: be looking for an announcement of new locations being built
Speaker 1: on new acquisitions from that target account. So when I
Speaker 1: say company news, I mean the specific information that you
Speaker 1: can find the companies. And maybe the way that I
Speaker 1: should have explained it is that there is a research
Speaker 1: question are they opening a new location? And then there
Speaker 1: is like the source where can we find that information?
Speaker 1: Is that information that we should find out on the
Speaker 1: website in the company news? Should we google that company?
Speaker 1: Should we google interviews from the executives you know on
Speaker 1: podcasts or in press? And also very important is not
Speaker 1: to disregard the information that you can basically only collect
Speaker 1: from the inside, information which it can basically only collect
Speaker 1: from people who work in that company or maybe from
Speaker 1: common connections. Right. So sometimes there is an important piece
Speaker 1: of information that you need to know that will only
Speaker 1: will only be able to find that out by asking
Speaker 1: a question of somebody who works in that company. So
Speaker 1: the one last part that I wanted to mention here
Speaker 1: is has to do with the the removing the account
Speaker 1: blindness or collecting all the information about them on account
Speaker 1: in one place. So what we always document is the questions, Okay,
Speaker 1: why what is actually the information that you're trying to
Speaker 1: find out? Then? Why why are we going to use this?
Speaker 1: Why is this important? How do we find that information?
Speaker 1: Where do we look for it? Is it the information
Speaker 1: that we need to ask when you speak to the
Speaker 1: prospect that the event, or maybe it's something you can
Speaker 1: ask in a different way. I think Andrew you'll mentioned
Speaker 1: those examples. And how should we store that information? Is
Speaker 1: there a custom field in the CRNG that they should
Speaker 1: fill out, or should we sort it in the account
Speaker 1: scorecard note or whatever you call it in your CERRRAM
Speaker 1: Usually like keep them in the serum. And once you
Speaker 1: know that, then I think again, maybe will talk about
Speaker 1: this more, But only then it actually makes sense to
Speaker 1: try to deploy tools like Clay or other AI or
Speaker 1: other tools to get some of that information. But then
Speaker 1: you know exactly what it is that you're looking for,
Speaker 1: you know the source, you know how you will use it,
Speaker 1: and also you have a quality benchmark. You can check
Speaker 1: whether what the tool will produce is complete enough, will
Speaker 1: give you quality information, will even be right, because we
Speaker 1: all know that very frequent, I mean doing the country
Speaker 1: such I've seen a lot of hallucinations. I've seen like
Speaker 1: a lot of accounts being selected. Oh they're doing this,
Speaker 1: and when you dig deeper, you see this is news
Speaker 1: from five years ago. Although explicitly said I only want
Speaker 1: news from the last year, No, it's gonna you know it,
Speaker 1: it's gonna still dig up the news for five years. Anyhow,
Speaker 1: without going into more t I think I cover kind
Speaker 1: of the main points about the country research and maybe
Speaker 1: you can share the process.
Speaker 2: Yeah, I would just also highlight the usage, right, Like
Speaker 2: that's why we'll all previously we discuss this philosophy of
Speaker 2: different lists, and when you have accounts in future pipeline
Speaker 2: and active focus lists, having this fundamental information would actually
Speaker 2: drive your next step because in ABM there are no
Speaker 2: linear playbooks, especially when you move accounts to active focus
Speaker 2: where you want to create opportunity, you need to leverage
Speaker 2: the momentum and listic like all this information that is
Speaker 2: available of accounts, not just saying oh but I read
Speaker 2: that in the playbook it says I need to send
Speaker 2: just an email or whatever. Somebody designed the linear playbooks.
Speaker 2: No way you're not going to do this every single
Speaker 2: now when account is engaged and you want to create
Speaker 2: sells opportunity, and we're talking about big deals, right, Let's
Speaker 2: be honest, we're not talking about seven fifteen dollars lives.
Speaker 2: So the entire point is, Okay, knowing this, how are
Speaker 2: we going to use this? Is there any piece of
Speaker 2: content I can send? Is there anything that I I
Speaker 2: potentially can leverage? Who is going to connect with whom
Speaker 2: or contact whom? Right? That is? That's that is the essence.
Speaker 2: So with that being said, the count research is not
Speaker 2: used only for personalized content outreach. Though you can always
Speaker 2: say if you have let's say low tier I mean
Speaker 2: by price and level product, you have accounts with the
Speaker 2: lower deal value, you can't do the let's say standard outbound,
Speaker 2: more personalized et cetera. We're not talking about this. That's
Speaker 2: absolutely fine, right, but when it comes to the big
Speaker 2: deal send, when it comes to a BM, this is
Speaker 2: not what you're supposed to do. Now, how we're going
Speaker 2: to fix it? This part like already covered in pretty
Speaker 2: much detail. So the key point is that you need
Speaker 2: to have a standardized process obviously for different use cases
Speaker 2: of a different products the questions. The information you're going
Speaker 2: to collect would be different, and maybe with different regional teams,
Speaker 2: that would be a few adoptions. Right, you might need
Speaker 2: to make some changes to the information you are collecting
Speaker 2: or the sources where you need to look at. But
Speaker 2: the entire point is that you need to have this
Speaker 2: process in place, and anybody in your team could efficiently
Speaker 2: run this process, let's say eighty percent accuracy. This is
Speaker 2: the key if this If you don't have this in place,
Speaker 2: forget about successful scaling. It would be all about This
Speaker 2: is an essential step in a perationionalizing ABM, right, creating
Speaker 2: this documentation. So this is one of the core points
Speaker 2: because then later, for example, depending on who owns a
Speaker 2: count research that's also to be defined as a part
Speaker 2: of the process SDRs or maybe you have a count
Speaker 2: researchers whoever, Right, you can evalate if they are doing
Speaker 2: the whole research according to your standard or they are
Speaker 2: just part of it whatever they want to do or
Speaker 2: whatever it seems easier for them to do. And next
Speaker 2: you need to define these playbooks that could leverage this
Speaker 2: account research aside from aside from just this outbound the
Speaker 2: example that highlighted to you, because it's fine. It's like,
Speaker 2: it's like what we said, the personalization is there, the
Speaker 2: research was done that we're not only consulting company will
Speaker 2: also have full funnal academy, right and courses. So it
Speaker 2: doesn't change the fact that it's absolutely relevant.
Speaker 1: Right.
Speaker 2: So a couple of things right here, just two examples.
Speaker 2: And again, if you guys are interested into this, you
Speaker 2: can dive into our academy or ABM course our favorite examples.
Speaker 2: Personalized content, purpose or what we call the account love letters,
Speaker 2: your purpose, the account research, and you create a nice
Speaker 2: piece of content about the company you have just researched.
Speaker 2: Here you can see one of the screenshots posted on
Speaker 2: the sales profile. You shouldn't necessarily be doing this, right,
Speaker 2: you can if you want. You can create just even
Speaker 2: a personalized the mail saying hey, this is what I
Speaker 2: was recently reading about your company. Love this and that's
Speaker 2: like this short story could resonate with you, right, It
Speaker 2: could be even published as kind as a post on
Speaker 2: your company's page if you want. The entire point is
Speaker 2: that it's not about like, oh, I have just researched
Speaker 2: this company. They are so miserable, like and the only
Speaker 2: way for them to exist in twenty twenty six, is
Speaker 2: just by buying our product, and especially the city or
Speaker 2: put your target buyer persona. This person is struggling with ABCD.
Speaker 2: I don't know how they are surviving up today. It's
Speaker 2: just the only way to move forward is by buying
Speaker 2: our product. No, you turn it into a nice story
Speaker 2: and nice collateral, highlight and positive things and you use
Speaker 2: it as an opportunity to start conversation. A content distribution,
Speaker 2: we always say quite often we have these discussions with
Speaker 2: the marketing team about what is the best channel to
Speaker 2: distribute your content? But we need to flip that question
Speaker 2: and think about why we create the content. Do we
Speaker 2: create the content to influence our buyers? Right to create
Speaker 2: to attract the attention to make sure that they they
Speaker 2: would consider our product when they would be shopping. Let's
Speaker 2: put it like this, Is this the main goal or
Speaker 2: we are just creating it to hit you know, some
Speaker 2: ranking on Internet, et cetera. Now, obviously we are creating
Speaker 2: it to influence our buyers. And if that's true, now,
Speaker 2: the second question that I'm asking who has direct access
Speaker 2: to our target bears hands simple selves. So sells is
Speaker 2: your best distribution channel? And we need to explain them
Speaker 2: how a COUNT research might lead to pick up certain
Speaker 2: relevant contents pieces that you guys have already I mean
Speaker 2: your marketing right have already created and you can say
Speaker 2: we're doing this was what all the time, just as
Speaker 2: park the conversations and then you like in this case, hey,
Speaker 2: I know that you mentioned I have seen that you
Speaker 2: mentioned ABM is on your ADAR. So we created this
Speaker 2: cheat sheet with our different ABM guides so it might
Speaker 2: be so you might enjoy it, so you might find
Speaker 2: it available. Right, This is how you move from a
Speaker 2: COUNT research to pitch, to a COUNT research to conversation.
Speaker 2: So these are the keys, right, think about beyond the
Speaker 2: outbound outreach and how to leverage it to make minionful
Speaker 2: connections and conversations with your target bars. So next one
Speaker 2: is the pier engagement. Let's let's let's move forward with this.
Speaker 1: One, all right. So when it comes to buyer engagement,
Speaker 1: the low efficacy version again I mentioned this earlier. We
Speaker 1: get invited a lot of times to help companies improve
Speaker 1: the programs that's underperforming, and it kind of looks very
Speaker 1: frequently like the graph on the right hand side. You
Speaker 1: know where you have we mentioned this kind of a
Speaker 1: wish list, a large list of accounts, where you have
Speaker 1: the main focus of engagement being okay, how can we
Speaker 1: do more, how can we make it more efficient, how
Speaker 1: can we make it more scalable? And then in the past,
Speaker 1: you know, scraping lists and sending a lot of emails,
Speaker 1: running some ads on the whole group, which is kind
Speaker 1: of showing the same content to everybody, and in a
Speaker 1: lot of case from the marketing perspective, actually focused on
Speaker 1: whether that's some content downloads or getting people to sign
Speaker 1: up to the webinar or event, and then sending those
Speaker 1: leads to sales who then in turn run can kind
Speaker 1: of pre programmed sales sequences to try to book meetings.
Speaker 1: And what usually happens is that marketing does create some
Speaker 1: initial engagement. There are some mqo's marketing qualified leads or
Speaker 1: accounts in some cases they call them, but there is
Speaker 1: not a lot of pipeline being created. The problem is
Speaker 1: that either the same message everybody or as we saw,
Speaker 1: a uniquely irrelevant message goes to everybody now these days,
Speaker 1: but not a lot has changed. And yeah, like I said,
Speaker 1: marketing is doing the Okay, we have a lead sales
Speaker 1: deal with that, how does it a better version look
Speaker 1: like a high adcacy version. Well, in addition to doing
Speaker 1: the marketing activities, you're doing also manual engagement by sales.
Speaker 1: It's really we mentioned several times that first of all,
Speaker 1: we know that in the target accounts we have multiple buyers.
Speaker 1: We need to engage them. We are not only selling
Speaker 1: to one person, we are selling to multiple people. We
Speaker 1: need to engage different people in those target accounts. They
Speaker 1: are different they they have different roles, they have different KPIs.
Speaker 1: We need to approach them differently. That's all role of
Speaker 1: sales to do this engagement. There's a lot of opportunity
Speaker 1: to work together with marketing and leverage some of the
Speaker 1: marketing touch points for sales engagement. You have here a
Speaker 1: list on the last point that in for example, sharing
Speaker 1: content that has been prepared by marketing. Potentially for example,
Speaker 1: engagement around the events pre events, like people who register
Speaker 1: in the event, I can reach out to them ask
Speaker 1: and what they want to learn. I can reach out
Speaker 1: after the event using bridjectivities, but also regular commenting if
Speaker 1: these buers are present on social and other non sales touches.
Speaker 1: So this is the part that is most frequently missed,
Speaker 1: and this is like a non negotiable part. This is
Speaker 1: the biggest difference between those programs that work work is
Speaker 1: exactly having sales being engaged at that level. This changes
Speaker 1: every You always see a much much bigger improvement in
Speaker 1: terms of commersion rates and then inter when it comes
Speaker 1: to marketing, I think Andre already mentioned this. Our goal
Speaker 1: is not to capture leads. Our goal is to educate
Speaker 1: our buyers and engage them and create engagement opportunities for sales.
Speaker 1: So we need to focus on creating content that is
Speaker 1: relevant for those target accounts. Whether that's relevant their for
Speaker 1: the account clusters that we're focusing on, whether that's relevant
Speaker 1: for the specific account in the account cloud letters. As
Speaker 1: the example the Andre showed. Based on the research, this
Speaker 1: is one big part that we need to focus on.
Speaker 1: We need to make sure that the content that we
Speaker 1: are creating is not just optimized let's say for the
Speaker 1: website or the distribution we are marketing channels, but it's
Speaker 1: actually optimized for distribution. We have sales profiles, for example,
Speaker 1: helping sales create content for their profiles on social so
Speaker 1: that they can actually share it a meaningful like real
Speaker 1: content that is on the level that buyers get some insight,
Speaker 1: not you know, the top ten ways to build a
Speaker 1: mobile app or something like that. And then also another
Speaker 1: role of marketing is to help with engaging maybe with
Speaker 1: industry read leaders or partners, so people that are buyers
Speaker 1: all ready trust and helping sales in one on one
Speaker 1: with preparing buyer enablement content. As you can see, they
Speaker 1: are actually different multiple touch points. I think it's important
Speaker 1: to realize that this is multi channel. You're using social
Speaker 1: email calls, you're using events. It's both sales and marketing
Speaker 1: touch points. And I think and you will explain this,
Speaker 1: these touch points are connected.
Speaker 2: So let's move to how to fix it part again.
Speaker 2: The first thing is that you shouldn't create the playbooks
Speaker 2: in silence. What we have abserved, especially that's happening in
Speaker 2: bigger organizations when they invite us and they say, okay,
Speaker 2: so we designed perfect ABI on program like according to
Speaker 2: the best practices, but sales are sabotage in it. They
Speaker 2: are not doing what we are telling them to do.
Speaker 2: And the answer is very simple. The cells are responsible
Speaker 2: to create sales opportunities. And then somebody who doesn't own
Speaker 2: pipeline and is not getting is not let's say responsible forever,
Speaker 2: and the targets comes and says, here's what you're supposed
Speaker 2: to do. It's not working that way and just better
Speaker 2: than you don't even try, it will fire back. So
Speaker 2: on contrary, what makes sense when you qualify the accounts? Right,
Speaker 2: there are tons of this preparation job. This is essential.
Speaker 2: Next step is defining the patterns of how your buyers
Speaker 2: are discovering the vendors, how they engage in these different vendors,
Speaker 2: and then you define what would be the best channels
Speaker 2: and what would be the best activities. Two weeks ago
Speaker 2: we hosted an episode with Elric Leglar, who used to
Speaker 2: be enterprise account by sales Wrap at Chili Piper as
Speaker 2: well our great partners, So if you guys didn't tune in,
Speaker 2: I dropped the link to this episode. In the chat,
Speaker 2: we'll covered lots of different activities that kind of sales
Speaker 2: reps could be doing. So just don't want to dive deeper.
Speaker 2: The key point is that you need to CoCreate and
Speaker 2: you need to not again avoid opportunistics incoing here. Just
Speaker 2: think about the real bar persona and then to find
Speaker 2: the right channels. Should it be ready, should it be
Speaker 2: linked and should it be a specific community. There is
Speaker 2: no let's say one channel fits all because by the fault,
Speaker 2: somebody's like by the fault. Lots of marketers think about
Speaker 2: linked now quite often you should take completely different channels
Speaker 2: to create your buyers and then co create playbooks together
Speaker 2: with cells. What can we do right? What marketing can do,
Speaker 2: what sales can do, and another important point, leverage existing
Speaker 2: programs if you're running field events, when not making it
Speaker 2: account based event, tailoring it to specific set of accounts,
Speaker 2: and making that marketing helps was let's say air cover right,
Speaker 2: promoting it by ads maybe newsletter sales and sales try
Speaker 2: to send direct invites to that event? And next, what
Speaker 2: should happen after this event? Right? The worst thing that
Speaker 2: you can do, I mean not the worst thing is
Speaker 2: not sending any fall ups, but sending generic fall up. Hey,
Speaker 2: you attended the webinar or field event. Let's have a
Speaker 2: damma is another worst way to do this? Right? You
Speaker 2: find how you go into segment accounts after the event.
Speaker 2: Also define how can you engage with them during the event,
Speaker 2: how you can what we call progressive profile, and how
Speaker 2: can you uncover some you know, important points that you
Speaker 2: can you can't identify through the let's say desk research,
Speaker 2: through web research, et cetera. And what could be good
Speaker 2: activities that you can do after the event, Because again,
Speaker 2: when people sign up for the event, it doesn't mean
Speaker 2: that it's the buying intent. Again, we have today maybe
Speaker 2: one hundred fifty people who have signed up for this
Speaker 2: live episode. But isn't a plan intent. No, it's all
Speaker 2: It's all important for you because you want to maybe
Speaker 2: hear from us, get some new some new ideas, some
Speaker 2: best practices, how to to refine your ABM understands the gaps,
Speaker 2: et cetera. Right, maybe the binding intent will come in future.
Speaker 2: But if like after this podcast episode will start pitching.
Speaker 2: Everybody was like, hey, you attended this live podcast, go
Speaker 2: and book a call with us. I dubt that it
Speaker 2: will create a good momentum fast. So this is the key.
Speaker 2: Right again, forget about linear playbooks, but think about how
Speaker 2: can we incorporate everything that we are supposed to do it.
Speaker 2: You're going to produce a big market research on article.
Speaker 2: How can we involve our customers maybe co create with them,
Speaker 2: How can we involve sales for the distribution, et cetera.
Speaker 2: So everything that you have already planned should be in
Speaker 2: corporated in the in the ABM. Right, this is another
Speaker 2: key to success. And I know that we're almost out
Speaker 2: of time, so we'll just accelerate here and try to
Speaker 2: cover ever in the next ten minutes. So the next
Speaker 2: block is about the program efficient So let's quickly share
Speaker 2: this well.
Speaker 1: Before I know that some people will just need to
Speaker 1: log out on the hour, which is which is coming up.
Speaker 1: Let us know what you thought so far about this episode.
Speaker 1: Really appreciate the feedback can be just a quick thumbs up,
Speaker 1: turns down or anything they have really appreciated, and thanks
Speaker 1: for coming if you need to look off, And indeed,
Speaker 1: let's cover the rest. The next point that we see
Speaker 1: very frequently undermining the programs is how the programs are
Speaker 1: being evaluated, how the programs are being measured, or how
Speaker 1: their efficiency is being evaluated. And you know, we know
Speaker 1: the standard metrics that are being used, you know m QLs.
Speaker 1: And on the one hand we have the marketing qualified leads,
Speaker 1: and then on the other hand we have calls and
Speaker 1: pipeline and they only tell part of the story, and
Speaker 1: especially if you're just starting a new program, they don't
Speaker 1: tell the whole story. And also they don't tell you
Speaker 1: where you can improve. So let's look at a more
Speaker 1: efficient program, sorry, more efficient way of measuring Ibian programs.
Speaker 1: Excuse me? Is you need to have leading indicators. You
Speaker 1: need to know the activities, the actions that you can control.
Speaker 1: These are the things that you can control. How many
Speaker 1: accounts did I research and engage? How many did you
Speaker 1: go through the full sequence? How many content pieces have
Speaker 1: I created or personalized content pieces, et cetera, et cetera
Speaker 1: without knowing that. And it's not about you know, measuring
Speaker 1: the efficiency of that team so that you can say, hey,
Speaker 1: you're doing good, you're doing bad, or linking some sort
Speaker 1: of compensation to that. It's actually just to get the
Speaker 1: insight into what we are able, what is our quote
Speaker 1: unquote velocity, what we are able to do as a team,
Speaker 1: and whether that's enough for us. So if later we
Speaker 1: are going to say, hey, you know what, we weren't
Speaker 1: able to engage that many accounts, well, let's look like,
Speaker 1: let's look at what you've actually done and if we
Speaker 1: can see that, you know what, we actually have only
Speaker 1: sourced properly ten accounts and we've only engaged with five
Speaker 1: of them, you can't really expect to get much of
Speaker 1: that program. But instead we can like dive deeper and
Speaker 1: start to understand why weren't you not able to commit
Speaker 1: more time. Maybe the team was being pulled in too
Speaker 1: many directions, maybe they didn't get a chance to work
Speaker 1: on the program, et cetera. Now you can have a
Speaker 1: reasonable conversation about that and actually fixed the bottleneck instead
Speaker 1: of just saying, hey, the program has failed. That shut
Speaker 1: this thing down. The second group of metrics is all
Speaker 1: about the next level of the kind of the dose
Speaker 1: that lag behind, which includes you know, how many of
Speaker 1: these accounts have been engaged, how many conversations will be
Speaker 1: able to start, like force those buyers, how many committing
Speaker 1: members will be able to engage per account, the compenetration,
Speaker 1: and then finally also obviously the pipeline and revenue metrics,
Speaker 1: how many discovery calls, what is the pipeline that is
Speaker 1: being generated. But it's also important to measure the stuff
Speaker 1: that you can control and the whole journey, because then
Speaker 1: you will know also where you need to focus in
Speaker 1: order to improve your program, and do you want to
Speaker 1: share how you should go about fixing this?
Speaker 2: Sure, so a couple of things. What flood brieflyme measure right,
Speaker 2: it's important to identify the core, leading and legan indicators
Speaker 2: that you're going to track quickly and our best recommendation.
Speaker 2: Don't try to immediately set it up in technology and CRM.
Speaker 2: It will create lots of mess. It will you'll definitely
Speaker 2: spend lots of unnecessary hours to have discussions with your
Speaker 2: CRM or re WEPS manager, et cetera. So start with
Speaker 2: a simple dashboard where you can track the metrics on
Speaker 2: a weekly basis together with sales. Right, and again it's
Speaker 2: up to you what metrics to put. The core point
Speaker 2: is that these are the jointly agreed and approved metrics
Speaker 2: either the number of pieces of content created for sales,
Speaker 2: number of personalized content apps, number of specific touch points
Speaker 2: right like for example, event invites or whatever. The leading
Speaker 2: indicators here are the activities that are under your control,
Speaker 2: something that you can do and legan indicators. This is
Speaker 2: basically the market reaction. Right, people sign up for the webinar.
Speaker 2: This is the leg and indicator. People are visiting your
Speaker 2: HINGH tent pages, I mean the website pages. This is
Speaker 2: the leg and indicator. People book the discovery call. This
Speaker 2: is the leg and indicator. It's not that we control
Speaker 2: and I know some some unfortunately some marketers put it
Speaker 2: in an opposite way, but in reality, something that we
Speaker 2: all need to accept in complex bit of the market,
Speaker 2: and we are not controlling the buyer journey and the
Speaker 2: buyer's decisions. We can't predict when somebody will actually book
Speaker 2: a discovery call or become a sales opportunity. I don't know.
Speaker 2: It's like you can make phocasts, But the reality is simple,
Speaker 2: we can't really. But what we can control is what
Speaker 2: we can do to influence the decisions right. And that's
Speaker 2: why it's important to help both leading and leging indicators,
Speaker 2: because then you can you will see the correlation between
Speaker 2: your effort and the results. And if you're spending just
Speaker 2: one hour a week or well, it gives it gives
Speaker 2: you a good food fassot. For example, if your sales
Speaker 2: rep spands on a BM one hour a week and
Speaker 2: you're getting these results, what might happen if sales wrap
Speaker 2: would spend ten hours a week? Right, what will be
Speaker 2: our leading and plaguing indicators and how it's impacting our pipeline?
Speaker 2: And also what is essential to define the weekly targets.
Speaker 2: It's something that's again for many teams, it's going completely
Speaker 2: in a completely ad hoc way. Will do the account
Speaker 2: research this week? Well, fine, for how many accounts? How
Speaker 2: many accounts we are going to research? Oh, for sure,
Speaker 2: we'll invite our accounts for this field event. Okay, fine,
Speaker 2: but how many? That is a simple basically one of
Speaker 2: the best quotes that Peter Druker wants shared it right,
Speaker 2: what does not measure it can be controlled. So that's
Speaker 2: that the reality. Right, always set up these weekly targets
Speaker 2: and have these agreements, and lastly install regular weekly plan
Speaker 2: and and review meetings. This is the key because if
Speaker 2: you see that a metrics, you don't need to wait
Speaker 2: three months just to see that the program is not
Speaker 2: performing well. Right a months you need if you see
Speaker 2: that assumption is not going well and if you are
Speaker 2: not hitting your kind of your success criteria, the metrics
Speaker 2: that the goals that you set up for yourself, then
Speaker 2: you need to do something about this, right, And most
Speaker 2: teams they never have this. Everything is happening in silas. Okay,
Speaker 2: this is the share at least of accounts will do
Speaker 2: sumthings like as market and sales will do something and
Speaker 2: then we'll figure out if it's working or not working,
Speaker 2: and maybe let's just create the dashboards and the technology
Speaker 2: that we have that will demonstrate some kind of influence
Speaker 2: on pipeline, et cetera. But this is this is the
Speaker 2: this is the sure fire away to a BM if
Speaker 2: you want to make it work, make it tangible, agree
Speaker 2: on the targets and set up this weekly plan and
Speaker 2: and review meetings, because we know for sure every week
Speaker 2: would be different in terms of capacity. You might be
Speaker 2: preparing for the event, you might be you might have
Speaker 2: a new product release or lunch. You sales rep might
Speaker 2: book a few new discovery calls and need to prepare.
Speaker 2: But so the numbers would vary. But the key point
Speaker 2: is that you agree right what is essential and your planet.
Speaker 2: Now we have two last points about playable caorchestration and
Speaker 2: the conversions, which I think we can cover really quickly
Speaker 2: because it's the part of what we have alreadistered.
Speaker 1: So when it comes to play orchestration, there is one
Speaker 1: thing that I always see when I, you know, work
Speaker 1: with a team who is already implementing their version of
Speaker 1: a BM, and I see like this big spreadsheet plan
Speaker 1: where everything is outlining detail. You know, this is what
Speaker 1: this team needs to this is what the other he
Speaker 1: needs to do. This is there's kind of a master
Speaker 1: plan and the assumption is that we are planning campaigns
Speaker 1: before the campaign's run. So we prepare everything and then
Speaker 1: we launch the campaign. And that's basically the orchestration. And
Speaker 1: then we also tell sales, oh, by the way, when
Speaker 1: this happens, you will get you an account assigned and
Speaker 1: these are the things that you need to do. In
Speaker 1: other words, playbook confistration is static, it's upfront defined what
Speaker 1: needs to happen. Usually it is standard activities such as
Speaker 1: you know, marketing is going to send these emails, it's
Speaker 1: going to run these ads promoting our ebooks, why papers, whatnot.
Speaker 1: We already mentioned that, and then sales is going to
Speaker 1: do you know a number of engagements on those target accounts.
Speaker 1: And the planning is kind of like done upfront. It's
Speaker 1: communicated and that's basically it maybe the and we made
Speaker 1: check in once or twice during the campaign and do
Speaker 1: a report at the end. The way to orchestrate this
Speaker 1: and get better results is you need to do this
Speaker 1: together with sales. This needs to be live in dynamic.
Speaker 1: I always remember a live podcast that we did with
Speaker 1: one of our clients and she was head of content.
Speaker 1: Actually that was very interesting and she said that. We
Speaker 1: asked her, what was the biggest difference for you, and
Speaker 1: she said, the biggest difference for me was that I
Speaker 1: was previously used to having a quarterly plan for my content,
Speaker 1: you know, my content calendar, and that was it, and
Speaker 1: I was just working against the calendar. Here. I had
Speaker 1: to be much more lean and much more dynamic from
Speaker 1: week to week. I was adapting to what the sales
Speaker 1: actually needed. What's happening with those accounts each are the
Speaker 1: accounts that are engaging is what are their needs and
Speaker 1: their challenges? Maybe we should create content about that. Maybe
Speaker 1: we should create you know, one on one content for
Speaker 1: that account that you're trying to engage in right now.
Speaker 1: This is the level of orchestration that should happen on AGM,
Speaker 1: because then you're actually doing stuff that is relevant for
Speaker 1: those accounts that are they are engaged, that they are
Speaker 1: more engaged, that you should be focusing on more. That's
Speaker 1: why these weekly planning meetings are so important, and that's
Speaker 1: why it's important that during those week meetings you're actually
Speaker 1: planning how to do this account development that's a very
Speaker 1: short intro because we covered a lot of the details before.
Speaker 1: But maybe Andre, you can share a few more words
Speaker 1: about fixing it. Yeah.
Speaker 2: So absolutely, the first one and the most important one
Speaker 2: the fine and real team's capacity and the responsibilities. I mean,
Speaker 2: you can plan a lot if you want, but you
Speaker 2: can't actually execute it. Then it's a very tough time. Right,
Speaker 2: define what is realistic who will be a part of
Speaker 2: this ABM program and what is the realistic time commitment?
Speaker 2: Because when we're here a question how many accounts should
Speaker 2: be a part of this program? Then we asked to
Speaker 2: follow up questions how much time sales trap is going
Speaker 2: to spend on ABM and how many buyers or account
Speaker 2: should we engage Because if in one account we need
Speaker 2: to engage twenty people, right, and sales rep can spend
Speaker 2: whatever to hours a weekend ABM, then our account list
Speaker 2: would be maybe in the best case scenario, five six,
Speaker 2: seven accounts maximum. Right, So this is kind of this
Speaker 2: is the entire story. Everything that you are going to
Speaker 2: plan should be aligned with the team's capacity. The next
Speaker 2: point create a quarter program. Again, I'm just sharing the
Speaker 2: screenshot so from the course, So if you guys just
Speaker 2: to show you the videos. If you want to dive
Speaker 2: deep into this part, so let's say program orchestration, you
Speaker 2: can just go through it and moditail in the course,
Speaker 2: build a calendar. Right this the entire point that one
Speaker 2: playbook should be built on another. You're going to do
Speaker 2: the market research. Right after the market research, you might
Speaker 2: plan the field event or webinar where you're going to
Speaker 2: release it. After this webinar, you're going to produce a
Speaker 2: block article that you can distribute, et cetera, et cetera.
Speaker 2: The key point is just to avoid these diegic playbooks. Well, okay,
Speaker 2: we're running the center cover and that's it, and then
Speaker 2: maybe somewhere in the quarter will host this webinar and
Speaker 2: transfer all attendees to sales. Now, the entire point is
Speaker 2: that you build a gradual development and how each like
Speaker 2: in that timeline timeframe, all these activities should be connected.
Speaker 2: That would be the key. And the last thing is
Speaker 2: planning this weekly success metrics. What tells you that you
Speaker 2: had a good week? Right, you're setting up not as
Speaker 2: or somebody else should give you the benchmarks or whatever
Speaker 2: the weekly targets. You define it for yourself. You're hosting
Speaker 2: the webinar or field event, what criteria, what number of
Speaker 2: target accounts, target virus most specifically that signed up for
Speaker 2: that event would make it a success. This is what
Speaker 2: you define together and then you start working on it.
Speaker 1: Right.
Speaker 2: This is the key for everything that you're doing. You
Speaker 2: then break it down into weekly targets and you start
Speaker 2: working on it as the team. This is how you
Speaker 2: actually move the needle instead of doing opportunistic approaches and
Speaker 2: calling it a BM. Right, that's the key. And the
Speaker 2: last point is the conversion benchmarks. Maybe just to wrap
Speaker 2: it up very quickly, is it's very simple. What we'll
Speaker 2: have to track is account to pipeline ratio. Not very
Speaker 2: let's say famous metrics, but the entire point of this
Speaker 2: metric is looking at how many accounts you actually included
Speaker 2: into your ABM program and how many of them became
Speaker 2: sales opportunities. If your conversion rate from account to pipeline
Speaker 2: is billow one percent, this is the law efficacy. If
Speaker 2: it's in between five to fifteen percent, this is the efficacy.
Speaker 1: Right.
Speaker 2: And this is kind of the benchmark that we feel
Speaker 2: asked where it's coming from, It's just coming from all
Speaker 2: successful ABM programs. We're now the difference between unsuccessful and successful, right,
Speaker 2: Maybe the best one that we had was something with
Speaker 2: FM track was test trial around twenty twos.
Speaker 1: Plenty like also with Cross Knowledge Valley. Out of one
Speaker 1: hundred and fifty accounts, I think it was like twenty
Speaker 1: six percent that she was able to engage in multiple meetings.
Speaker 1: Not necessarily concretely pipeline, but it was about twenty percent.
Speaker 2: Oh sure, and that's it. So we gave you kind
Speaker 2: of the our benchmarks, not the industry benchmarks, but something
Speaker 2: that we are seeing from the let's say successful and
Speaker 2: unsuccessful ABM programs. We highlighted five core areas where the
Speaker 2: companies what they call ABM. We'll share it with you
Speaker 2: the setup that leads to law efficacy and the setup
Speaker 2: that leads to high efficacy and give you actionable tools.
Speaker 2: And again, if you'd like to dive deep into this,
Speaker 2: you can check our full funnel ABM playbook or our
Speaker 2: full funnel academy. I dropped also a link to our
Speaker 2: full funnel dot slash podcast page where you can find
Speaker 2: the links to the platforms like Spotify, iTunes, YouTube, et cetera,
Speaker 2: and where you can listen to all the previous recordings
Speaker 2: and also get a notification when this recording will be available.
Speaker 2: Thank you so much. It was amazing day with you guys.
Speaker 2: Fantastic questions, great engagement and sel in one week take
Speaker 2: care everybody, Thank you, thank you,