ABM can’t exist and succeed separate from your sales department. Whereas traditional marketing strategies and tactics can be executed without sales being involved, successful ABM requires tight coordination to achieve optimal results. Matt Heinz outlines eight essential elements for a successful integration of ABM with your sales team’s target account program.

1. MARKETING
INNOVATION
SUMMIT
FOR B2B
presented by
Eight keys for Integrating ABM with
your sales team’s existing Target Account programs
Matt Heinz
President, Heinz Marketing Inc
@heinzmarketing
matt@heinzmarketing.com

2. Housekeeping
Feel free to madly scribble notes, but you can also have a
copy of this deck
You can also have (for free!) copies of:
The Modern Marketer’s Field Guide
Our ABM Workbook (including all templates)
My award-winning* bacon recipe
Just bring me a business card (or send email to
matt@heinzmarketing.com) noting what you want

3. Keys to integrating ABM with your sales team
1. Make sales an early partner & collaborator

4. A direct line to revenue growth

5. Keys to integrating ABM with your sales team
2. Work from common objectives & definitions

6. A common set of metrics
Assumptions
Meaghan ASP $ 65,000
Jennifer ASP $ 75,000
John ASP $ 80,000
Opp/Close % 25.0%
Lead/Opp % 5.0%
Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 TOTALS
Meaghan Sales # 1 1 2 3 2 4 2 2 2 2 2 1 24
Jennifer Sales # 1 2 2 2 2 2 2 2 2 2 2 2 23
John Sales # 1 1 1 1 2 1 2 2 3 3 2 2 21
Total Sales # 2 3 4 5 4 7 6 6 7 7 6 5 62
Meaghan Sales $ $ 65,000 $ 65,000 $ 130,000 $ 195,000 $ 130,000 $ 260,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 65,000 $ 1,560,000
Jennifer Sales $ $ 75,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 1,725,000
John Sales $ $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 150,000 $ 75,000 $ 150,000 $ 150,000 $ 225,000 $ 225,000 $ 150,000 $ 150,000 $ 1,575,000
Total Sales $ $ 215,000 $ 290,000 $ 355,000 $ 420,000 $ 430,000 $ 485,000 $ 430,000 $ 430,000 $ 505,000 $ 505,000 $ 430,000 $ 365,000 $ 4,860,000
Meaghan Pipeline # 4 4 8 12 8 16 8 8 8 8 8 4
Jennifer Pipeline # 4 8 8 8 8 8 8 8 8 8 8 8
John Pipeline # 4 4 4 4 8 4 8 8 12 12 8 8
Total Pipeline # 12 16 20 24 24 28 24 24 28 28 24 20
Meaghan Pipeline $ $ 260,000 $ 260,000 $ 520,000 $ 780,000 $ 520,000 $1,040,000 $ 520,000 $ 520,000 $ 520,000 $ 520,000 $ 520,000 $ 260,000
Jennifer Pipeline $ $ 300,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000
John Pipeline $ $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 600,000 $ 300,000 $ 600,000 $ 600,000 $ 900,000 $ 900,000 $ 600,000 $ 600,000
Total Pipeline $ $ 860,000 $1,160,000 $1,420,000 $1,680,000 $1,720,000 $1,940,000 $1,720,000 $1,720,000 $2,020,000 $2,020,000 $1,720,000 $1,460,000
Meaghan Leads 80 80 160 240 160 320 160 160 160 160 160 80
Jennifer Leads 80 160 160 160 160 160 160 160 160 160 160 160
John Leads 80 80 80 80 160 80 160 160 240 240 160 160
Total Leads 240 320 400 480 480 560 480 480 560 560 480 400 5440

7. A common set of definitions
Stage
Defini+on
Sales
Next
Step(s)
Marke+ng
Next
Step(s)
Leads
Open/Not
A+empted
New
lead,
has
not
been
a/empted
or
contacted
by
sales
Begin
follow-­‐up
to
get
on
the
phone
live
to
qualify
as
opportunity
Provide
scripts
and
response
offers
as
needed
to
increase
call-­‐backs
A+emp.ng
to
Contact
Sales
has
begun
the
process
of
following
the
lead
follow-­‐up
process
to
reach
the
prospect
live
ConBnue
follow-­‐up
a/empts
via
phone,
email,
"zero
out"
to
reach
prospect
live
Provide
scripts
and
response
offers
as
needed
to
increase
call-­‐backs
Interested
Prospect
has
expressed
interest
in
ABC
Company
and/or
achieving
be/er
results,
and
is
interested
in
learning
more;
full
qualificaBon
criteria
intent/purchase
Bmeline
sBll
unknown
Once
prospect
has
been
qualified,
either
move
into
a
"Qualified"
opportunity
or
move
to
Nurture
(if
Bmeline
is
long-­‐term
or
undetermined)
Provide
collateral,
case
studies
and
other
informaBon
as
needed
to
help
prospect
determine
sales
intent
Nurture
Prospect
is
interested,
but
there
is
no
near-­‐term
opportunity
to
buy
(prospect
may
have
other
immediate
prioriBes,
or
may
just
need
more
Bme
to
consider
interest/intent)
no
acBon
Drip
markeBng
to
prospect
1-­‐2
Bmes
per
month
with
value-­‐added
offers,
unBl
they're
ready
to
engage
in
a
short-­‐term
buying
cycle
again
Unresponsive
Haven't
been
able
to
get
ahold
of
prospect
aTer
repeated
a/empts
no
acBon
Drip
markeBng
to
prospect
1-­‐2
Bmes
per
month
with
value-­‐added
offers,
unBl
they're
ready
to
engage
in
a
short-­‐term
buying
cycle
again
No
Further
Ac.on
Lead
is
not
a
qualified
prospect
no
acBon
no
acBon
Opportuni+es
Qualified
Prospect
has
a
need
&
budget,
and
is
acBvely
evaluaBng
soluBons
Get
demo
commitment,
plan
next
steps
and
Bmeline
to
buy
(or
at
least
make
decision)
with
prospect
Provide
addiBonal
support
tools
as
needed
(case
studies,
etc.)
to
help
accelerate
prospect
interest
and
buying
cycle
Presenta.on
&
Demo
Demo
has
been
scheduled
or
completed;
working
through
objecBons
&
quesBons
Get
permission
to
present
formal
proposal
Provide
addiBonal
support
tools
as
needed
(case
studies,
etc.)
to
help
accelerate
prospect
interest
and
buying
cycle
Proposal
Formal
proposal
is
in
process
or
has
been
delivered
outlining
terms,
services,
fees
Get
verbal
commitment
to
buy
pending
finalizaBon
of
terms
no
acBon
Nego.a.on
Prospect
has
verbally
agreed
to
do
business;
both
sides
are
working
through
final
legal/term/service/fee
details
Sign,
seal
and
return
baby!
no
acBon
Close
Agreement
has
been
signed
and
returned
victory
lap
no
acBon
Closed
Lost
Opportunity
has
stalled
indefinitely
or
is
dead
no
acBon
Drip
markeBng
to
prospect
1-­‐2
Bmes
per
month
with
value-­‐added
offers,
unBl
they're
ready
to
engage
in
a
short-­‐term
buying
cycle
again

8. Keys to integrating ABM with your sales team
3. Build and manage a common set of target lists

9. What are your data filters?
Companies
Individuals
Full/complete contact information

10. Data hygiene

11. Real-time data updates
What’s your platform & integration point(s)?
How do you respond to trigger events & real-time
changes?
Who’s following up, how, when, with what?
Where do you record that?

12. Keys to integrating ABM with your sales team
4. Execute from a consolidated engagement plan

13. A coordination example
The right person at the right company attends your
webinar
How is follow-up different?
Who does it – with what message – in what format and
channel?
What next step communication triggers does that imply?
How do you coordinate sales & marketing messages?

14. Keys to integrating ABM with your sales team
5. Think in terms of macro and micro campaigns

15. Keys to integrating ABM with your sales team
6. Develop shared data and insights

16. Buying signals and trigger events
Inventory
Prioritization
Follow-up sequencing

17. Keys to integrating ABM with your sales team
7. Improve your content precision

18. Who’s creating content in the first place?

19. Keys to better content
1. Consistency
2. Causality
3. Practice

20. Keys to integrating ABM with your sales team
8. Practice the OODA Loop

21. Keys to better feedback loops
Open communication
Constructive feedback
No defensiveness
Failure is part of the journey!

22. Housekeeping
You can also have (for free!) copies of:
The Modern Marketer’s Field Guide
Our ABM Workbook (including all templates)
My award-winning* bacon recipe
Just bring me a business card (or send email to
matt@heinzmarketing.com) noting what you want

23. Thank you!
Ma;
Heinz
President,
Heinz
Marke0ng
@heinzmarke0ng
ma5@heinzmarke0ng.com