ABM Done Right - A Personal ABM Podcast: Recent Episodes

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Inside this ABM Done Right Podcast, Eric Gruber (CEO of Personal ABM) talks to Briana Evans (Head of Global Enterprise Marketing and ABM) about their move from ABM to ABX,

During the conversation, they discussed:

1. How ABM is not about marketing ownership of accounts -- and it's not about marketing supporting sales. It's a cross functional GTM strategy that stretches across the entire GTM, where all teams are an equal partner in driving account-based revenue growth.

2. How GTM teams should create a cohesive account experience and how teams should unify where they are one company, one team. They share how "one company, one team" should be represented every time teams show up and engage with future and existing customers.

3. How we should be nurturing from a leadership, sales, marketing, customer success and product perspective.

4. The 3 key pillars of Meltwater's ABX program.

5. How Meltwater is taking an account-based GTM approach to ABM integrating 1: many, 1: few and 1:1 vs. just using ABM as a tiering, segmentation and prioritization strategy.

6. The role that 6sense and intent data should play,

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While teams are increasing efficiency with ABM tech and AI -- sales and marketing effectiveness have not increased at the same rate. Within this podcast, Erin Mills (CMO of Quorum) and Eric Gruber (CEO of Personal ABM) discuss how we should be leveraging these technologies in the right way so GTM teams do not just see efficiency gains.

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At Personal ABM, we believe that while 1: many and 1: few are an important part of an account-based GTM - it's not ABM. In this podcast, Kristina Jaramillo, Eric Gruber and Nancy Harlan (former ABM leader at UIPath) discuss what 1:1 ABM is and how it should be used for account expansion.

Nancy also talks about customer-sponsored 1:1 ABM where you have a champion that will help make the big deal happen and make it as big as can be.

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Many GTM teams focus on their TAM and ICP but not the winnable addressable market (WAM) that provides you with the greatest revenue growth. At Personal ABM, we believe that your winnable, addressable market is:

1. The percentage of your ICP that matches a problem profile, they have a strategic priority in place and will provide you with the greatest long-term revenue growth.

2. Your best customers -- and your next best customers that can provide greater revenue growth if they change how they work with you, use your solution and/or buy from you.

Edgar Baum, our guest expert, mentions that that winnable, addressable market is the intersection between your valuable customers and your winnable customers (those that want to buy from you as you would be an ideal vendor). When looking at the ICP, many GTM teams do not consider if they'd be an ideal vendor for those in their ICP.

Listen to this podcast to learn how you can uncover your winnable, addressable market.

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As most ABM programs deliver minimal improvement to revenue KPIs, Eric Gruber (CEO of Personal ABM) and his guest Alex Pappas (Senior ABM Manager for Venafi) discuss how teams need to stop retrofitting ABM on top of current processes.

During this podcast episode, you will hear:

1. The ABM challenges Alex faced at both Riskalyze and Venafi and how he gave the ABM programs an overhaul.

2. How Riskalyze didn't have the proper foundation for ABM -- and the readiness that was needed before Alex can think about ABM strategy.

3. How Venafi was treating ABM like account-based advertising and account-based targeting and how Alex evolved it.

4. Why Chris Walker is wrong when he mentioned on LinkedIn that ABM is a segmentation, tiering, and prioritization strategy and not a GTM motion (which we whole-heartedly disagree with.) You'll hear how ABM is a GTM motion.

5. How Alex is using 1: many, 1: few and 1:1 ABM and how he's using intent data.

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In this ABM Done Right Podcast, Chris Rack (CEO of MRP) mentioned that most intent is nothing more than intent to learn vs. intent to purchase. By listening to this episode, you will learn how to differentiate between the two different types of intent -- and what you need to do from an ABM standpoint based on where the buyer is in their journey.

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Eric Dates (Head of Marketing for V Comply) recently joined Kristina Jaramillo and Eric Gruber on the ABM Done Right Podcast. They discussed:

1. Why previous ABM programs failed for Eric Dates -- and what he did differently with his most successful ABM programs.

2. The questions we should be asking internally before we even focus on building an demand gen strategy and an ABM strategy,

3. How GTM teams need to change their “mentalities”, “processes”, “interactions” and experiences so they can be more impactful.

4. How tech should support the ABM strategy vs. drive the ABM strategy.

5. The ABM program that Eric Dates is envisioning for V Comply.

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Within this podcast, Scott Gillum from Carbon Design joins Eric Gruber (Personal ABM CEO) to discuss:

1. Why Challenger sales and marketing and ABM goes hand-in-hand

2. How GTM teams can deliver messaging that resonates - This includes how we should create our POV so we can come to each interaction with a POV about the customer's business, how we should create our account-based value proposition, and how to differentiate value from competitors.

3. How to connect with the human buyers in accounts we want to win, protect and expand. You'll learn how to shift the status quo prospects' thoughts in a way that leads them back to our solution.

4. Personality-Based Marketing and the role in ABM. You will learn about the 4 different personalities, how 1 personality is most likely to start the process, another one is most likely to advance it, and another one is likely to stop the deal in its tracks. You'll hear how personality drives behavior, how the different personalities interact, and how teams should navigate deals based on the personalities that make up the buying team.

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In other ABM Done Right Podcasts, including the one with the CMO of Hushly, we talked about the state of ABM in cybersecurity and other industries that are in a crowded, undifferentiated space where transactional sales are prevalent. In this podcast with Michelle Radlowski (Senior Director, AMS & EMEA Regional Marketing and ABM at DigiCert), we explore:

1. Why most ABM programs in cybersecurity are not leading to higher deals and greater ARR, GRR and NRR growth. There are 4 main reasons!

2. Why many cybersecurity firms report 10% YoY drops in enterprise deals closed.

3. The role field marketing is playing in ABM, especially if you want to move accounts to revenue.

4. How teams should be integrating and taking an account-based GTM approach.

5. How DigiCert is taking a crawl, walk, run approach -- and the testing that the team completed before moving forward with ABM.

6. The account-based enablement that's needed across the board for marketing, sales, field marketing and customer success teams.

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Most content does not support ABM nor sales and it's because most teams are skipping a very important step that must be done before you even assess your content to see what's missing. On this ABM Done Right Podcast, Tracy Wehringer (CEO and CMO at Moonshot Strategy) and Eric Gruber (CEO of Personal ABM) share the steps that teams should take when doing an ABM content assessment -- and what they should be looking for. They also discuss the content that's needed for accounts that get stuck in the pipeline, for GTM teams that struggle to go upmarket, and for those accounts that continue to choose legacy platforms over you.

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Matt Brown (CEO of CustomerOS) recently joined Eric Gruber (Personal ABM CEO) on the ABM Done Right Podcast to discuss how to grow your best customers and drive profitability with your next best customers to create a compounding customer growth engine.

They discuss how customer success teams are still reactionary and playing defense and forgetting the ABM fundamentals that that helped companies drive revenue growth in the first place as there are no processes, frameworks and data visibility to distinguish between a high fit and low fit customer. You will learn how to leverage the right data and ABM to reduce customer retention costs (a KPI that most teams do not track) and increase GRR and NRR growth.

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Recent ABM Done Right Podcasts have focused on using ABM to protect and expand key accounts as sales teams are struggling to bring in new business. Companies like Commvault report 8-10% drops in enterprise deals as budgets are limited or frozen. To sustain growth, companies need to protect and expand the existing revenue they do have. But because customers are not getting the experience they want with their vendors after the deal is closed, many companies are seeing churn and lost revenue – while not generating enough new revenue to replace it.

We've had guests like Kristi Faltorusso at Client Success and David Sakamoto (VP of Customer Success at Gitlab). In the podcast below with Peter Armaly (VP of Customer Success at ESG – Customer Success as a Service), we continue the ABM and customer success conversations we've been having. You'll see how customer success teams need to evolve and grow up from a customer support function to a business relationship management function that drives retention and expansion revenue growth.

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At the center of each new, retention or expansion deals lies a series of struggling moments that need to be listened to, understood, catered to, reframed and solved. These are moments that most sales, marketing and customer success teams are ignoring as they focus on scaling vs. driving account-based revenue growth with the accounts that matter the most to the bottom line.

On the ABM Done Right Podcast below, Doug Hutton joins Kristina Jaramillo (President of Personal ABM.) He and his team at Corporate Visions created learning experiences that give marketers, sellers, and customer success professionals what they need to win each and every customer conversation. He is now the EVP of Customer Experience at Corporate Visions and he has the privilege of leading all post-sale teams for exceptional delivery of Corporate Visions' science-backed messaging, content, and skills. From Customer Success to Delivery, his teams orchestrate a customer experience that leads directly to revenue growth - their clients first and foremost, and as a result, their own.

While Doug and Kristina put a strong focus on winning the retention and expansion sale conversations . because they find that many customer success teams are not having the right interactions nor delivering the right experiences to existing accounts, they cover the complete buyer's journey and customer lifecycle.

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Dana Alvarenga (a 2023 Top 25 Customer Success Strategist and VP of Customer Experience at SlapFive: Customer Marketing) joins Kristina Jaramillo (President of Personal ABM to discuss:

1. Why customer success teams struggle with the "why stay," "why evolve," and "why expand conversations."

2. How most customer success teams are taking a piecemeal approach -- and how Dana is building the customer experience and customer marketing function to take a different approach!)

3. Why teams are failing to capture the customer story along the journey and what teams need to be more relevant to future and existing customers.

4. The role that customer marketing can play in retaining and expanding key accounts.

5. What's wrong with most customer stories (case studies) and how it does not influence retention and expansion conversations nor support selling conversations with new accounts.

6. How customer marketing teams should take an account-based approach and enabling customer success teams.

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David Sakimoto (VP of Customer Success at Gitlab) joined the ABM Done Right Podcast to discuss:

1. The state of customer success in most organizations -- what are they doing right, where are they getting it wrong, and where do challenges exist.

2. Why many customer success teams struggle to keep VP and C-suite engagement after the deal is closed and where the process, conversation, and experience gaps lie that are keeping teams from retaining and expanding key accounts.

3. Why he's pushing for ABM for customer success and what his vision is on how it would help his team retain and expand key accounts.

4. The account-based enablement that would help his teams improve the experiences they deliver to the human buyers in the accounts they want to protect and expand?

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As ABM has become synonymous with ABM tech, many GTM teams are not seeing maximum returns from their ABM tech investment as they continue to struggle to move high-value accounts to revenue. Many GTM teams are seeing accounts go dark and we've been seeing reports of 10%+ drops in enterprise deals (the ones that ABM should be focused on!)

In this podcast, Liz Ronco from Madison Logic joins Personal ABM CEO (Eric Gruber)( to discuss why ABM tech clients are failing to get the greatest returns from their ABM tech investments as pipeline accounts go dark. They cover:

• How teams are ineffectively identifying and prioritizing the right accounts
• Why teams struggle with engaging VPs and the C-suite, which is what's needed to drive stage progression.
• How teams are failing to get customer-centric and how they are not using data and account intelligence to guide content, messaging, and interactions.
• The need to go beyond personalization and become personal and how we should come to each interaction with a point of view about the prospects' businesses.
• How teams are failing to optimize for velocity, increased ACV, and stronger ARR, GRR, and NRR as they are looking to ABM to fix the pipeline vs. fixing the experiences teams are delivering across the buyers' journey and customer lifecycle.

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Despite marketers saying that spray and pray is dead, it is alive and kicking -- just in a different form as it's more targeted. Teams are still spraying messages and content out to their ICP hoping that it sticks instead of aligning with future and existing customers. There is no differentiation between a targeted demand gen motion and an ABM motion.

Deanna Shimota joins Kristina Jaramillo and Eric Gruber on this ABM Done Right Podcast to discuss:

The difference between ABM and demand gen
How the two functions should support each other
How to build a strong demand gen powerhouse that builds a pipeline of strong tier 1 accounts that ABM should move to revenue faster at a higher ACV
How an ITSM firm used ABM to accelerate accounts to revenue

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In this ABM Done Right Podcast, Mandy Cole (Partner at Stage 2 Capital) joins Kristina Jaramillo and Eric Gruber to discuss:

1. How the economy is not the main reason for why companies are seeing 10%+ drops in enterprise deals -- but instead is that GTM teams are not limiting sales execution risk. The economy is only magnifying the issues that exist across the buyer's journey and customer lifecycle and showing the cracks that teams ignore when companies are in growth mode and buying. 

2. Where misalignments are occurring and how sales and customer success teams are not having the right interactions and delivering the right experiences to high-value accounts.

3. How the traditional 1: few and 1: many outbound approach and a company's desire to scale is adding  sales execution risk.

4. Why GTM teams are adding sales execution risk by how they are selecting key accounts to prospect, nurture and close. 

Plus, much more...

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Matt Dixon (Wall Street Journal bestselling co-author of The Challenger Sale, The Effortless Experience, The Challenger Customer and The JOLT Effect, a frequent contributor to Harvard Business Review and Founding Partner at DCM Insights) recently joined Kristina Jaramillo and Eric Gruber on the ABM Done Right Podcast. 

During this podcast, you will learn why ABM and the Challenger Sale go hand-in-hand, why accounts go dark and how GTM teams can win against the status quo -- and indecisiveness.  

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Gallup studies show that 82% of B2B customers are indifferent, disengaged or actively looking to replace a vendor. Yet, many companies still put a greater emphasis on building a pipeline vs. protecting and expanding key accounts.

In this podcast, customer success expert, Kristi Faltorusso, joined Kristina Jaramillo to discuss the state of customer success and how account retention and expansion is an organization-wide issue. 

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As many teams struggle with driving stage progression (accounts going dark), increasing win rates and ACV (many companies are reporting 10% drops in enterprise deals), protecting and expanding key accounts (82% of b2b buyers are indifferent, disengaged or actively looking to replace a vendor), we asked Steve Richard (SVP of Revenue Enablement at MediaFly) to join us on the ABM Done Right Podcast to discuss:

Know your number and what it takes to get there.
In many cases, ABM is being implemented without the teams taking a good look at the business -- and seeing where there are gaps and where do we need to change interactions/experiences/motions so we can get to the number that leadership wants. You'll learn what teams need to look for to see what we need to fix and prepare sellers for.

Why sales enablement is not enough.You'll see the gaps in most sales enablement programs, how revenue enablement differs from sales enablement and how we need revenue enablement and account-based enablement to drive ARR, GRR, and NRR. We also talk about what revenue enablement and what account-based enablement should look like.

The key areas where sellers need help.
We discuss key challenges that sellers and customer success teams have with multithreading, influencing internal conversations, driving stage progression, and getting larger ACV. You'll see how you can enable teams to accelerate high-value tier 1 accounts to revenue at a higher deal size.

Driving GRR and NRR

We discuss how most customer success teams are managing accounts vs. being in protection/expansion selling conversations. We talk about the challenges that customer success teams have -- and where the gaps lie in their conversations/interactions that have them losing the interest of the C-suite and VPs after the close. We also discuss ABM for customer marketing and how teams go onto customer calls thinking they'll be able to upsell/cross-sell, and the conversation quickly turns to saving the account for renewal and why this is happening.

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As GTM teams are building pipelines with ABM but are struggling with accounts going dark (especially after sales engagement), Spencer Wixom (former SVP of Sales and Marketing and Chief Customer Officer at Challenger and current CEO at The Brooks Group) joined us on the ABM Done Right Podcast to discuss:

1. The fundamentals that's needed for account-based selling that most organizations (both traditional and SaaS firms) are missing.

2. What is absent in most sales teams' communications and in their behavioral profile that is limiting success in account-based selling with tier 1 enterprises that are stuck in status quo.

3. How most sales enablement does not support sales teams and account-based selling -- and the account-based enablement that's needed to win the selling conversation and the internal buyer conversations that GTM teams are not part of. 

4. Why buyer groups disappear -- and do not move forward in their buying journey

5. How leadership, sales, marketing and customer success teams can drive greater alignment with key future and existing strategic customer accounts. 

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There is confusion in the market on what intent data is -- and it's purpose. In this podcast discussion with John Steiner (CMO at Tech Target) and Bill Henry (SVP of Field Sales at Tech Target), you will learn:

1, Where the confusion lies and why it's happening.

1. What teams need to think about before they invest in an intent data platform - failure to do this will minimize the returns you get from intent data and ABM.

2. How GTM teams are not putting the right processes in place to prioritize, segment accounts -- and how they lack the processes to leverage intent in a way that allows sales and marketing teams to deliver more relevant buyer experiences.

3. How GTM teams are not using intent data to create new greenfield opportunities that are not yet showing intent, to prioritize where opportunities exist within specific parts of your portfolio, to prioritize accounts within an ABM list and to protect and expand key accounts. You'll see how marketing does not have precise enough intent data to enable sales to have the right interactions for each bucket.

4. Why teams need more than account-based intent and why the intent data they are using in isolation is meaningless.

5. How we should be using intent data as a springboard vs. something to react to and how GTM teams can increase their industry, company, persona, personal and customer relevance.

6. How you need to keep sales requirements in mind when looking into intent data platforms and in building out your intent data strategy -- and how you should enable sales to leverage intent data to capture more revenue.

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Most companies have dived into ABM tech and other platforms that promised a path to greater growth with more focus and partnership with sales leaders. However, ITSMA, Tech Target and others report that only 17% have a mature stage 4 program and 69% of ABM programs under-perform when it comes to revenue growth.

Most GTM teams are still trying to build the foundation. Unfortunately, even though we live in the experience era, GTM teams are creating disconnected experiences, wasting sales and marketing dollars and creating an anemic sales pipeline that goes dark after engagement. They’re not thinking about how they make their future AND existing customers feel with each interaction and each touchpoint along the journey and lifecycle.

In this podcast, Etai Beck (CEO of Folloze) joins Eric Gruber (CEO of Personal ABM) to discuss why experiences are disconnected and how to improve buyer and account experiences across all touchpoints (social, digital, email and live). After you listen to this podcast, sign up the webinar with Etai where we'll go into greater detail on how to improve buyer experiences:

http://personalabm.com/improving-buyer-experiences-webinar

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Most ABM teams and the marketing firms they are using are rushing into ABM and retrofitting ABM into existing processes vs. changing interactions and experiences across the buyer's journey and customer lifecycle. While marketing may be more targeted now than ever - and the focus is on high-intent ICP accounts that are more likely to buy, there is very little change in how teams go-to-market. 

Then companies wonder why accounts go dark, sales cycles are too long and deal sizes are lower than expected. They wonder why they struggle to protect and expand key strategic accounts and why there isn't significant business revenue improvement from ABM. The problem is that ABM is being used to fix the pipeline vs. fixing the red in the business (the red that RevOps should be looking for and identifying). In this podcast, Peter Mollins (CMO of Set Sail) and Eric Gruber (CEO of Personal ABM) talks about the role that RevOps should play when it comes to ABM.

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Kristina Jaramillo and Eric Gruber - (the hosts of the ABM Done Right Podcast) have mentioned many times that ABM is not really about accounts. It's about the human buyers in the accounts you want to win, protect and expand. This is why we need to stop thinking about campaigns and think about the moments we're creating along the buyer's journey and customer lifecycle. We have to think about the interactions we're having, including our social interactions.

In this episode of the ABM Done Right Podcast, Kristina speaks to Justin Fordham (Head of ABM for 360Learning) about how to take a more humanized approach to LinkedIn to build relationships across target organizations.

Some of the key points from this podcast is:

1. Narrow the team's focus as many companies are throwing all ICP accounts at BDRs, which is impossible to scale without templatizing - and templatizing removes the personal relevance and authenticity that's needed to make connections.

2. It's on leadership to train BDRs and sales teams how they should think about humanizing the sales approach on social platforms like LinkedIn -- and many are not doing this as it's all about scripts, templates and getting things out fast that does not work in enterprise sales.

3. There is limited segmentation and a lack of relevance and intention on social platforms (from LinkedIn profiles, to content to messaging) to target accounts that show buyers how sales and marketing understands their specific needs, challenges, gaps, strategic priorities, and customers. Too many teams just scratch the surface - they are not getting industry, company, rank, personal, customer relevance and connecting the dots.

4. Teams need to use LinkedIn to build relationships across organizations and create a buying consensus. This includes leading with insights learned from other interactions and having social content that is written specifically for target accounts so you can influence internal conversations that many sales and marketing teams are losing.

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Account-based marketing and selling became a must for cybersecurity firms and others looking to drive higher-value deals in an undifferentiated, crowded market. In fact, 92% of B2B marketers have some kind of ABM strategy or program in place as companies dove into ABM tech and other platforms that promised a path to greater growth with more focus and partnership with sales leaders. However, ITSMA, Tech Target and others report that only 17% have a mature program and 69% of ABM programs underperform when it comes to revenue growth.

GTM teams are building pipelines with ABM but….

• Accounts go dark after initial engagement – Teams are challenged with driving stage progression
• Sales cycle time with tier 1 enterprises are not accelerating - They’re still way too long
• Deal sizes aren’t increasing when it should be 2X-3X with ABM accounts
• Too many accounts are at-risk as ABM isn’t being used to protect high-value accounts
• Limited impact on NRR as ABM is only being used for the pipeline

In this webinar, James Kessinger (CMO of Hushly) and Eric Gruber (CEO of Personal ABM) discuss:

• The current state of ABM in cybersecurity and how most are in the experimentation stage as they have not figured out how to orchestrate ABM across the organization to impact more than just the pipeline. They are doing ABM lite or targeted demand gen vs. what ABM is supposed to be which is about creating the right experiences and having the right interactions across the buyer's journey and customer lifecycle.
• How teams are missing the mark with their ABM content and the experiences that are delivered to the buyers in the accounts teams want to win, protect and expand.
• What cybersecurity teams are doing right to build muscle memory and prove out the ABM model -- and where ABM is broken.
• Many cybersecurity GTM teams jumped into ABM before they built out the foundation. In ABM, you want to come to each interaction with a perspective about your prospect's business but this cannot happen because many cybersecurity firms and others do not have a POV about their business so GTM teams are pushing out the same content and messaging, just making it more targeted. Teams jumped into ABM without looking across the buyer's journey and customer lifecycle to find the "red" in the business and see where ABM should be applied. It was automatically used to fix the pipeline when the pipeline is not the key issue for many cybersecurity firms. And, they didn't use any data to make ABM decisions including who they'd target.
• Many ABM programs especially in cybersecurity are half-assed as there is no orchestration and they did not think about the complete digital, social, email and live experience. They are retrofitting ABM and doing marketing as usual vs. making the necessary changes that need to happen to drive desired outcomes from ABM.
• The challenges that GTM teams will face with ABM in 2023 as buyers are beoming more savvy where sales and marketing alignment is not enough. We need the teams to work in lockstep and to integrate to land and expand key strategic accounts., Marketing needs to shift from pre-sales support to helping teams to protect and expand accounts.

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Long sales cycles, low win rates, low deal sizes, limited impact to ARR, GRR and NRR. What's causing this... Misalignment with accounts and buyers as there is a lack of customer research. There's a lack of data so there are misaligned messages, content, interactions and experiences. In this podcast, Vladimir Blagojević, cofounder of FullFunnel.io, discusses with Kristina Jaramillo and Eric Gruber 17+ ABM data sources that should be leveraged for creating the ICP, prioritizing accounts and guiding content, messaging, GTM motions, and prospect interactions.

Here Are the Key Points to Remember From This Podcast:

1. One of the key root causes for sales and marketing misalignment is that most teams have a vague and broad ICP that was not driven by ABM data and account intelligence. This vague and broad ICP is why sales and marketing teams are wasting resources, energy, and dollars on accounts that have low predictability of closing and why teams struggle to increase their ACV. By collecting the right ABM data, Personal ABM clients are seeing a minimum of 2-3X average deal sizes. One of Vlad’s clients saw a 10X increase in deal sizes where they were almost getting 7-figure wins.

2. Many GTM teams use intent data for prioritization. But they do not use enough intent data sources to get the complete story. Studies from Intentsify show that the most successful companies using intent data are using 3 or more sources of intent data. You will learn about all of the different intent data sources and why 1st party data is the most important and most reliable.

3. Many GTM teams are reacting to intent data and sharing content based on where the intent was vs. using it as a springboard and uncovering the why behind the intent. They are not collecting the data that’s needed to hypothesize what’s going on inside target accounts so you can align with the prospect’s story and vision to have a differentiated social, email and live conversation.

4. Account intelligence should guide content, messaging and interactions. During the podcast, you’ll hear how a conversational AI firm struggled with accounts like Bank of America, TD Bank and JP Morgan Chase going dark because sales and marketing were telling generic “industry” stories vs. the individual bank’s story. They didn’t align with each bank’s AI maturity, situation, challenges, gaps, and impacts.

5. How your podcast should be a source for prospect data and intelligence. We previously showed how our ABM Done Right Podcast helped us engage and win accounts like Uniphore.

Here Are the 17+ ABM Data Sources That Were Covered in This Podcast:

· 1st party intent data

· Review sites like G2

· B2B media

· Bidstream data

· Co-op data

· Trending data

· Relationship info

· Engagement info

· Revenue analysis

· Key account analysis

· Customer research

· Your own podcast

· Firmographics

· Technographics

· Employee profiles

· Account research

· Buyer research

· Changes and events

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As Kristina Jaramillo and Eric Gruber have mentioned many times on the ABM Done Right Podcast: ABM is about changing the interactions teams are having and the experiences they are delivering across all channels and across the buyer's journey and customer lifecycle. This includes each touchpoint and each interaction.

In this ABM Done Right Podcast. Eric Gruber and Impactable's CEO and CMO will discuss full-funnel ABM using LinkedIn and how you can win, protect and expand accounts using social.

Here's a Recap of the Learnings You Will Uncover:
1. The fundamental "setup" mistakes that many teams are making when implementing LinkedIn ads as part of their ABM program.
2. Why GTM teams are challenged with accounts going dark after initial engagement with LinkedIn ads.

1. How LinkedIn ads are not being used to build trust with the human buyers in target accounts.

2. How teams are not using LinkedIn ads to drive demand across buying organizations and limiting deal sizes.

3. What it means to be intentional with your ad campaigns and how you need to think about:

4. What do we want to change the prospects' thoughts on?

5. How do we want to change their perspective?

6. How can we tell the prospects' stories vs. a generic, industry story so we build trust by showing prospects that we understand their situation?

7. How account intelligence should guide your full-funnel LinkedIn ads, content and outreach.

7, How too many teams focus follow-up outreach based on intent or what prospects engaged on within the ads vs. why there was intent.

1. How many teams are too short-term focused instead of staying on the human buyers' minds longer with a purpose including:

2. Create demand with status quo accounts - show prospects a reason to change and the impact of inaction.

3. Capture demand and progress it forward in your direction vs. a competitor
4. Expand demand so you a buying consensus across the organization and infliuence internal conversations that happen behind closed doors
5. Close demand without discounting as you want to increase win rates, deal sizes and ARR with ABM no matter the channel you use.
6. Retain demand to protect revenue from your tier 1 at-risk accounts

7. Penetrate demand where you create, capture, and close demand across regions, business units and your solution portfolio to increase NRR.

8. How prospects should use video LinkedIn ads to create the human connection with target accounts and get key insights that can help you segment and prioritize key accounts. Plus see the video assets you should be using and when.

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In this podcast, Julija Noskova (a GTM and Growth Marketing Consultant) shares the ABM lessons she learned from working as a VP of Marketing for Medallia, SoftChoice and other companies. These lessons include:

1. ABM requires change management across the organization, otherwise, you're just doing marketing as usual just more targeted. This includes changes in mindset, measurement/KPIs, how we go to market, the content we create, the interactions teams are having, and the experiences that are delivered.

2. Alignment is not enough - ABM requires greater integration across the marketing organization and across GTM teams. We need to work together to win, protect and expand accounts as 1 team as ABM should start and end with revenue. Demand gen fixes pipeline issues - ABM fixes issues across the buyer's journey and customer lifecycle to impact ARR, GRR and NRR.

3. Most content does not support ABM or sales as it's not driven by account intelligence, it's not aligned with where customers are, it doesn't reframe prospect's thoughts or ideas, it doesn't make an emotional connection, it doesn't build a business case, it doesn't teach for differentiation and it doesn't help with sales conversations including taking risk off the table to overcome indecisiveness.

4. Most ICPs are not effective. ICP is supposed to be for your most ideal customers where you can get the greatest revenue growth, the strongest margins, and have the greatest impact. It's the ones where you have the best differentiation and the best stories so you do not have to worry about others winning on price. But most ICPs are too broad, they do not start with revenue and there isn't organization-wide alignment on what the ICP is.
5. Too many organizations are treating all ICP accounts the same - they lack processes for selecting, segmenting and prioritizing key accounts. This is why 2/3 of ABM organizations only do 1: few and 1: many programs vs. having a balanced ABM program.

6. Field marketing roles need to evolve. As field marketing and ABM should closely align since both should be focused on accelerating high-value accounts to revenue, Julija transitioned her field marketing team to strategic account marketers.

7. ABM requires a middle enablement layer between sales, marketing and customer success teams. Sales enablement is not enough as teams need it at the account-level.

8. While ABM supports a small portion of the accounts that sales and marketing target, the impact is far-reaching. As ABM requires change management and a stronger focus on interactions and experiences vs. campaigns, teams should be gaining lessons that can be applied across all sales, marketing, customer success and GTM motions.

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In Blue Ocean Strategy, INSEAD business professors W. Chan Kim and Renée Mauborgne argue that the solution to business growth and success is to operate in an uncontested market. They use the metaphor of a blue ocean to represent an uncontested market, and they contrast it with a red ocean, a marketplace where fierce competition has stained the water with the blood of the combatants. 

According to Kim and Mauborgne, crowded markets and red ocean strategies tend to produce minimal profit margins, while blue ocean strategies lead to more profitable growth. In this podcast,  Kristina Jaramillo shares how teams should be taking a blue ocean approach when it comes to ABM.

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ABM Needs to Be Personal to Drive Enterprise Account-Based Growth – Not Just Personalized,

When you have complex solutions, lengthy sales cycles, accounts going dark after sales engagement, high annual contract value and “at risk” enterprise accounts, you need a more personal account-based approach that focuses on the individual social, digital, email, and live interaction. You need less automation, more humanization, and more relevance across all levels to tackle the group of struggling moments that sit at the center of every enterprise deal (before, during and after the close.)

Moments just waiting to be listened to, understood, catered to, solved and reframed. These are moments that most sales, marketing and customer success teams are ignoring as they focus on scaling vs. driving account-based revenue growth with the accounts that matter the most to the bottom line.

On this podcast. Kristina Jaramillo (President at Personal ABM) shares:

1. How in most cases, you have one chance to win, protect and expand accounts you want. One communication misfire and one wrong interaction will result in unresponsiveness and inaction.

2. How GTM teams engaging in account-based approaches often speak at accounts with the same messaging and do not consider that value is different for each account and each person within those accounts.

3. What personal account-based sales and marketing looks like as most 1:1 programs are camouflaged 1: few and 1: many programs.

4. What GTM teams need to do to build a personal experience

5. How to go from personalized experiences to more personal interactions

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In this quick, 9-minute podcast, Kristina Jaramillo shares why a call center conversational AI firm was challenged with accounts going dark. As you will hear, the content, messaging and outreach did not align with where target accounts were in their AI and digital transformation journey. Our client wasn't aligning with the strategic priorities of the organization and showing target accounts their specific unconsidered gaps across the organization that would impact the achievement of the business vision. They weren't showing the impact their specific gaps would have on the different divisions, omnichannel operations, eCommerce, their GTM. product management, sales enablement, finance, customer service, customer experience, and customers.

As Doug Landis mentioned in a recent Forbes article: “When selling to larger companies you must come to every social, email and live conversation with a point of view about their business...You have to know what they are focused on as those strategic initiatives for the business will trickle down to every department across the organization.” You need to show the role you can play in their strategic initiatives and the impact you will have, otherwise, you will just be another item on their list of things to do eventually.

You'll also hear how a VR tech firm targeting the Fortune 1000 with solutions to help with employee training and engagement was failing to align with target accounts and the C-suite.

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82% of B2B customers are indifferent, disengaged or are actively looking to replace a vendor. Yet companies are still focused on applying ABM to just source the funnel.

For example, Kristina Jaramillo (Host of the ABM Done Right Podcast and President of Personal ABM) was having conversations with a SaaS firm that recently got growth funding. They put a heavy focus on the pipeline and getting more opportunities. But...when looking at existing clients, there's a lot of red. There's a lot of account revenue at risk. And, there are very few opportunities to expand accounts. By failing to look at what's happening in the business and where misalignments are occurring, marketing is not able to change the motions of sales and customer success teams. They are putting long-term revenue growth at risk. They are buying churn.

Here are Some of the Misalignment Issues Kristina Discusses in This Podcast That Are Limiting Longer-Term Growth.

1. There is no alignment around the supposedly unique value that sales and marketing is promising. For example, you will hear how a partner firm of ours created positioning and messaging for a joint venture between an accounting firm and an MSP. It was around aligning IT with the CEO, CFO and COOs growth ambitions. However, this positioning and messaging was not being carried beyond sales. The assessments that sales and marketing were pushing did not speak to the C-suite. It spoke to the IT managers and directors that did not have further purchasing power and it reported on where security risks may exist and what legacy systems should be replaced or removed. They did not go on-site and see where technology gaps existed and how it impacted operations, employees, finance and customers and how it would impact leadership’s ability to achieve growth. Failing to align all communications and processes with the promised unique value leads to a breakdown in trust and the eventual loss of a customer

2. There is no alignment with the customer’s KPI growth needs. Sales and marketing tend to react to the customer's predefined needs and predefined customer requirements that are communicated to them. Account management and customer success teams then create a solution based on the customer’s checklist rather than all teams aligning on the customer’s KPI growth objectives.

3. There is no alignment with the client’s employees. Account management and customer success teams need to take a more personal account-based approach to drive adoption. If we want to prove to employees, managers and directors, their unseen gaps, impacts and how adopting the new technology or approach will benefit them personally, then we cannot rely on templates and campaigns. Failing to align with employees leads to little adoption, sticking with the status quo and non-renewal.

4. There's little alignment, integration, and orchestration between sales marketing and customer success teams. Even though it’s easier to sell and get a quicker sales cycle with existing customers, sales and marketing teams focus their time and resources on new logo acquisition. Because account management and customer success teams do not get the support they need, their conversations are often focused on activities completed and general benefits received. They are challenged to gain top-to-bottom engagement around gaps filled and the impacts at the company, division, rank, employee and customer levels. This is why vendors quickly become single-threaded with buyers after the deal is signed. This is why one of our clients, RGL Logistics, almost lost their P&G account to Ryder until we changed the team’s interactions and the experiences they delivered to the P&G buying team. <

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During an ABM Done Right Podcast on Rebooting Content to Support ABM & Sales, Cassandra Jowett (PathFactory’s Senior Director of Marketing) mentioned that she likes to compare the buyer’s journey to the “floor is lava” game that kids play. This kids game also became a popular Netflix game show.

Just like the game show you have all these jumping points to get buyers to the safe harbor and you want to make sure they don’t fall into the lava halfway through their journey. You want buyers to jump from one rock to the next one and so on and you want to lay out the path to revenue in a very clear way.

The problem is….Most GTM teams do not lay out the path. They focus on getting accounts into the pipeline and put little attention to what happens afterward…putting the blame on sales for not closing the account.

In this podcast, Kristina shares:

1. How there’s often no thought about the content that’s needed to drive the selling conversations that need to happen to create the a-ha moment and to influence the internal conversations that are happening without sales and marketing being invited into the room.

2. How most teams are missing a middle layer that lies between marketing, sales and customer success teams. A layer that we call account-based enablement.

3. Why teams need account profiles for their tier 1 must wins and the intelligence that most GTM teams do not have on their target accounts.

4. Opportunities for teams to demonstrate greater relevance across all channels

5. How teams need content that meets specific buyer expectations - Brandon Redlinger recently posted that 78% of executive buyers claim the quantity of content provided does not meet expectations.

6. How teams need content for Specific Selling Conversations and the Internal Conversations That Sales Is Not Privy Too. In most cases, content is designed to support campaigns vs. the “selling conversations” and “interactions” sales need to close accounts. We're leaving sales to their own devices.

7. How teams need account-specific buyer messaging - Richa Pande (Global Head of ABM and Content Strategy for HP) says that sales, marketing and revenue teams need greater customer obsession. The messaging should be customer-led. This means value props should be designed for specific customer needs, not what's available in solution stable to sell. Value props should be custom designed to the unique opportunity in each account.

8. How teams need account-based conversation support - In many cases, teams are providing the wrong training. Growth problem? Our reps must not understand the product well enough. Trouble scheduling meetings with the decision-maker? Our reps must not be explaining the value of our solution well enough. Losing on price? Our reps must not be showing why our product is better than the competition. All too often, we throw product training at the problem and wonder why we don't see results. All too often, we see executives complaining on LinkedIn about the sheer volume of product-centric or supplier-centric outreach hitting their inbox. No matter how much product training we provide - talking about our product rarely compels a customer to change when they don't believe they need to. What if we helped sales and revenue teams engage in a two-way conversation that helped future customers understand the gaps and the costs/risks of their current approach? What if we helped teams stop responding to pre-defined needs? What if we actually helped teams go beyond piquing interest (which put them into the pipeline) and create the buying vision across the organization? Because there is so much focus on sourcing the pipeline with ABM, teams are missing the next steps, the interactions and the experiences that would drive stage progression, shorten sales cycles and accelerate higher-value deals to revenue.

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Initially, Kristina Jaramillo and Eric Gruber asked Christina Handy (VP of Account-Based Marketing) at FIS to be a guest on the podcast to talk about the enablement that’s needed to ensure stage progression and wins with target accounts as Christina was responsible for deal support in past roles. But then we found out in pre-podcast conversations that ABM is treated as a privilege at FIS, which is very rare. 

Listen to this podcast with Christina Handy to see how sales and marketing teams at FIS are working together because ABM is treated as a privilege. Eric and Christina also talk about enablement and the type of content and messaging that is needed!

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Declan Mulkeen (CMO at strategicabm and host of the Let’s Talk ABM Podcast) recently posted on LinkedIn that his firm just won a new client - a billion dollar business. And, the source: his Let's talk ABM Podcast.

At Personal ABM, we also recently won a new client, Uniphore, a conversational AI firm with a 2.5-billion-dollar valuation, and the source was our ABM Done Right Podcast. Vijai Shankar (VP of Global Marketing at Uniphore) was one of our podcast guest experts, and we talked about why product marketing should lead ABM. 

Listen to this podcast to see how and why a decision-maker podcast strategy should be part of your ABM program.

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Leslie Cocco Alore is the Global Vice President of Growth Marketing at Ivanti - an ITSM platform that helps teams find, heal and protect every device, everywhere – automatically. She spoke at ABM events like B2B SMX in Boston and now she joins Kristina Jaramillo and Eric Gruber at Personal ABM for this podcast on the Do's and Don'ts of ABM. 

After you listen to this podcast with Leslie, sign up for the upcoming ABM webinar Personal ABM is co-hosting with Demandbase's former VP of ABX:

http://personalabm.com/webinar-with-demandbase

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Kristina Jaramillo recently asked on LinkedIn - what role aligns the closest to ABM: demand generation, field marketing or product marketing. She asked this question because Nick Bennett at Alyce mentioned that field marketing should be focused on the middle and bottom of the funnel.  They capture the demand that the demand generation team created. As ABM should be about accelerating higher-value deals to revenue -- and not sourcing the pipeline, he feels that ABM and field marketing are similar in many ways. 

At Personal ABM we agree that ABM aligns more with field marketing than demand gen. But we are on the fence when it comes to whose closer aligned with ABM: product marketing or field marketing. Product marketers are the connector of the business and they are able to help GTM teams nurture from a sales, marketing, customer success and product perspective. 

In this podcast Kristina Jaramillo, Eric Gruber and Christine Friscic (Peak Community member and product marketing leader at Gainsight)  discuss:

1. A brief description of what Gainsight's ABM program looks like and how their team is structured. 

2. The role product marketing should play in ABM and why product marketing should be driving ABM vs. demand gen. 

3. What is the account-based enablement that should be provided so sales and marketing teams drive stage progression vs. just sourcing the pipeline?

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In this ABM Done Right Podcast, Kristina Jaramillo (President of Personal ABM) shares why you should not focus just on in-market accounts. This is something that the intent data platforms like 6sense, Bombora and others do not want me to talk about. In fact, in her book, “No Forms, No Spam, No Cold Calls – The Next Generation of Account-Based Sales and Marketing”, Latane Conant tells GTM teams to wait until there’s intent. 

On page 14, she writes: “Target accounts are essentially living under a rock. They’re not actively researching products and solutions and they’re showing no signs of intent. How to connect with accounts in the target state: Don’t. There’s no reason to waste any resources that aren’t even poking their heads out from under the rock.” 

On page 18, she writes how the target stage should get zero dollars or effort.

Listen to the podcast  to see why Latane Conant and others that are just focusing on in-market accounts are wrong.

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Studies from eMarketer show that only 17% of B2B marketers worldwide say their ABM program was mature and driving strategic growth. The other 83% mentioned that their biggest challenge is ensuring you have the right content for an ABM approach. 

In a recent article, Dan Rosenberg at Octane11 mentioned that he’s surprised that “ensuring you have the right content for an account-based approach” is at the top of the list of challenges for us Marketing Professionals implementing ABM. He says, “you already have plenty of content for an ABM approach - in your sales decks, product sheets, and even your existing website.” 

But, Eric Gruber (Personal ABM CEO) argues that most content does NOT support ABM nor sales.  In this podcast, Eric explains why,

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When you hit the core the right way, that’s when win rates go up, stage progression accelerates, sales cycles go faster and deal sizes increase. When you build relationships and align with your core, you build retention, you drive customer lifetime value and expand with your core as you provide greater value to them. ABM is about building customer lifetime value with the 20% of accounts that can deliver 80% of your revenue growth. But GTM teams are challenged with defining their ICP. They are challenged with segmenting, selecting and prioritizing accounts to execute ABM on. And, as a result, they build a pipeline that goes nowhere. 

In the ABM Done Right Podcast, Kristina Jaramillo (President of Personal ABM) discusses the challenges that teams have when selecting accounts and she shares recent research from Corporate Visions. 

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Loyal listeners of the ABM Done Right Podcast know that Personal ABM believes that ABM and the Challenger Sale go hand-in-hand as ABM is not about sourcing the pipeline. It's about how are we going to win with those tier 1 accounts that do not respond to campaigns. It's about accelerating stuck accounts to revenue and how are we going to get a higher deal size and then expand accounts. This requires sales, marketing, and customer success teams to tailor for relevance, teach for differentiation and come to each interaction with a point of view about our future and existing customers' businesses so we can reframe them. This is especially important in industries like cybersecurity, employee engagement, and others where enterprises already invested - and have used their platforms for 10+ years.

However, as we mentioned in previous podcasts, sales and marketing teams are unable to come to a POV about their prospects' businesses as they do not have a strong POV about their business. How these teams are positioning themselves and differentiating themselves -- and the positions they take are off. This is why Eric Gruber (Personal ABM) CEO and branding expert David Brier talks about the foundation that companies need to build before they can effectively execute ABM. Along with providing their insights, you'll hear how a cybersecurity firm recrafted their POV and story to challenge the status quo and to teach to differentiate against all of the other competitors in this crowded space. You'll see why the rebranding won -- and how the cybersecurity company is taking market share from competitors.

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Many of the GTM teams we talk to are already using ABM platforms like Demandbase and Terminus, predictive analytics platforms like 6sense and intent data tech like Bombora. They are driving the top-of-the-funnel and increasing pipeline KPIs. 

But, the common thread we're seeing across the different companies in different industries is that they are challenged to drive stage progression even though the accounts they are now targeting are in-market and are in their ICP. There is a huge discrepancy between the pipeline revenue and actual revenue. In many cases, when deals are signed, the deal sizes are less than desired.

What's going on? 

That’s what Kristina  Jaramillo covers on this ABM Done Right Podcast and video.  

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Declan Mulkeen mentioned on LinkedIn that ABM + demand gen = a winning team. He’s right, it is a winning team together as demand gen should have a role in an ABM program. The problem is that most ABM programs are nothing more than demand gen. Leadership, sales, and marketing teams do not understand the difference between the two motions – and they don’t understand how the “two” should work together.  

Kristina Jaramillo, President of Personal ABM, and Amber Bogie (Director of Global Demand Generation for Reach Desk and board member, host, and member of the Peak Community) discuss how to integrate ABM with demand gen. You’ll gain insights from Amber’s 7+ years of building out all of the different flavors of ABM and executing 1:1, 1:few, and 1:many ABM strategies.  

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Richa Pande (Global Head of ABM and Content Strategy for HP) says that ABM demands absolute customer obsession. To us at Personal ABM, this means that sales, marketing, leadership, and customer success teams need to be relevant at each touchpoint to the accounts they want to win, protect, and expand. This includes LinkedIn profiles as more than 65% of buyers will review profiles before they consider connecting with sales and marketing. Yet 95% of LinkedIn profiles are irrelevant to buyers. This is happening even though organizations like NetApp are busy turning their inside sales teams into digital sales response teams. 

In the podcast below, Kristina Jaramillo shows how most teams are irrelevant on social. You'll also see how the SVP of Sales and Marketing for RGL Logistics increased her relevance on LinkedIn to drive engagement with the C-suite at P&G in order to protect and expand the account. 

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In a recent LinkedIn post, Cassidy Shield (Chief Growth Officer for Refine Labs) recently talked about how high-quality sales feedback to marketing is lacking in most organizations and how most marketers are happy to rush off and execute on sales requests. Only to have sales come back a week later with a new set of requests. Prioritization is either by the seniority of the sales leader or who makes the most noise. Marketers lack real insights and are beholden to who yells the loudest on the sales team. Marketing is not talking to sales with a clear outcome and set of learnings. He mentioned that if you have no real dialogue with sales, the issue isn't a sales problem; it's a MARKETING problem.

To us at Personal ABM, it’s not a sales or marketing problem – it’s a GTM problem as teams should be working together as 1 team to get tier 1 accounts to revenue faster at a higher deal size. In the podcast, Kristina Jaramillo (President of Personal ABM) shares how teams need to go beyond aligned and become integrated to GTM as one team. You'll also see that it's not a sales problem that accounts are going dark after sales engagement and it's not a sales or closing problem that sales cycles are too long. You'll see that it's not a customer success problem that 82% of accounts are indifferent, disengaged or actively looking for a new vendor. 

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In a previous ABM Done Right Podcast, Mark Stouse (CEO of Proof Analytics) mentioned that there is a near-total misunderstanding about the purpose and focus of a great ABM effort. Kristina and Mark discussed how ABM has wrongly become synonymous with ABM tech, how ABM using 3rd party data is only DM on steroids, how ABM measurement is off target, and how most ABM programs are creating headwinds for sales, slowing deal times and lowering deal sizes.   In this podcast, Kristina Jaramillo shares:

1. How a sales and marketing AI firm that focused on positioning and messaging was not doing ABM - just pockets of account-based activities.

2.  How you cannot effectively execute ABM without starting with a hyper-personal 1:1 ABM program.

1. How most ABM programs are nothing more than targeted demand gen using intent data.

4.  How ABM firms and many leaders wrongly believe that you can retrofit ABM.

1. How many teams still think of funnels when there's nothing funnelistic about ABM.

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Recently, a President/CMO of a sales and marketing tech AI firm that focuses on market research, messaging, and positioning wanted to learn more about ABM but he said let's take sales out of the equation as they are already doing account-based emailing and let's not speak to social as they were already doing LinkedIn ads. What this President/CMO failed to realize is that they're doing ABM in pockets and ABM is about layering social, email, digital and live interactions in a way that creates the right experiences to move accounts forward. It's about improving your interactions and the account experience.

In this podcast, Eric Gruber (Personal ABM CEO) talks to Claudia Hoeffner (VP of Revenue Marketing for Nexthink about how they are taking an account-based everything approach and creating custom experiences along the complete buyer's journey.

You'll learn:

1. How ABM should not be exclusive to marketing - it needs to go beyond the marketing channel especially when marketing and selling to enterprise accounts. It requires teams to go beyond alignment and move toward integration and orchestration from the very beginning so it's not about waiting for the MQL or download. You'll see how leadership, sales, marketing, product marketing, field teams, professional service teams, channel teams, and partners have a role in Nexthink's account-based program and how Nexthink creates a winning team for each must-win account.

2. How Nexthink creates specific account experiences for specific accounts with specific scenarios. For example, there can be an account with intent but the team is challenged to get to the buying committee, or currently, there is no urgency or budget assigned to a digital transformation project, or a key player left an account. There needs to be a custom-built, account plan to get accounts from prequalified to qualified where they can run a proof of concept. There needs to be a plan on how you are going to align with these accounts, their strategic priorities, and their needs, how you will reframe their thoughts and ideas, and how you will build a connection and make the business case for change.

3. How Nexthink is taking a top-to-bottom approach to prioritizing and segmenting accounts so they focus on the 20% of accounts that can deliver 80% of their revenue growth and where there is a real reason for outreach beyond the account being part of their ICP. You'll learn how context is even more important than characteristics.

4. How Nexthink is balancing "scale" with the need to get hyper-personal for specific accounts as taking a personal approach requires great investments in time and resources.

1. How you cannot effectively do ABM if you are not hyper-personal with a select few target accounts as you will not be able to change sales and marketing motions and it will just be a campaign. And, ABM is not about campaigns.

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Doug Landis (Growth Partner at Emergence Capital and Advisor to companies like Sales Assembly) mentioned in a recent Forbes article: “When selling to larger companies you must come to every social, email and live conversation with a point of view about their business...You have to know what they are focused on as those strategic initiatives for the business will trickle down to every department across the organization.” You need to show the role you can play in their strategic initiatives and the impact you will have otherwise, and you will just be another item on their list of things to do eventually.

You cannot come to every interaction with a point of view about your future customers’ businesses if your team does not have a clear point of view about their business. Unfortunately, too many teams do not have a POV and even the experts are getting POVs wrong.  In the podcast below, Kristina Jaramillo (President of Personal ABM) shares:

·         Why a VR tech firm targeting the Fortune 1000 with solutions to help with employee training and engagement are only getting interest from Directors and below and are not capturing attention from VPs and the C-suite. 

·         Why a digital asset management tech firm was challenged to compete with Bynder that would win on price and with suites like Adobe and Sitecore.

·         How top marketers like Sangram Vajre are getting POVs wrong and how its limiting the ability of GTM teams to create a category, drive demand with status quo accounts and teach for differentiation.  

·         How you need to build the foundation (including creating your POV) before you can effectively complete ABM where you can come to each interaction with a POV about your future clients’ businesses. We need to build the foundation to change sales and marketing motions as it is our POV that you are just doing targeted demand gen if you are not changing sales and marketing motions, interactions, and experiences. This is why companies are challenged to go upmarket, why they have accounts go dark after sales engagement and why sales cycles are too long. 

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Through conversations with sales, marketing and leadership teams, we find that most programs are just a more targeted “demand gen” and “digital advertising” function with technologies that can be found in the Forrester New Wave for ABM Platforms. Corrina Owens (Senior ABM Manager for Gong) mentioned on one of our podcasts that these ABM platforms have diluted the market on what ABM is about. Their big selling point is the targeted advertising approach -- and it has become the norm, where many have forgotten the principles of ABM. She says that we need to take a “less is more” approach where we focus less on demand gen and focus more on “less” accounts at any given time and giving those accounts and the human buyers inside those accounts hyper, personal attention. 

When we started to create discussions on Corrina’s podcast interview and on Kristina's articles on MarketingProfs and CMO Council that were focused on how CMOs are confusing ABM with demand gen, we were asked: How can you tell the difference between a targeted demand gen motion and ABM? This webcast and ABM Done Right Podcast answers that question.

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In a LinkedIn post and video, Jon Russo from B2B Fusion mentioned that he listened to a best practice firm and an account-based platform vendor talk about how you need to burn down your lead infrastructure, start from scratch and rebuild your reporting as well as your ABM engine. He thought that they have it wrong and that you can retrofit ABM just like homeowners have a choice to burn down a run-down house to the ground and start from scratch or to retrofit around the existing framework and structure, retrofitting their windows, doors, and siding. Like many others, he believes that you can retrofit your lead process, lead technology, and most importantly, your lead reporting in and around what already exists for your new ABM reporting and approach. He thinks you don't necessarily have to "burn things to the ground" to adopt an account-based marketing strategy.

But as Kristina Jaramillo (President of Personal ABM) discusses in the podcast below, if you retrofit ABM then you’re not changing sales, marketing, and customer success motions, interactions, and experiences. This means you’re just marketing and selling to accounts. You’re simply doing targeted demand gen, targeted lead gen and targeted advertising. She shares how many CMOs and many ABM firms (including B2B Fusion) are confusing ABM with targeted demand gen as the focus is on sourcing the pipeline vs. getting more tier 1 accounts to revenue faster, with greater deal sizes.

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Kristina Jaramillo (President of Personal ABM and host of the ABM Done Right Podcast) cringes every time she hears people talk about scaling ABM as scaling for sales and marketing means reaching more potential buyers. It means that.... 

• Sales and marketing teams are focused on the quantity of interactions vs. the quality of interactions.
• GTM  teams are treating ABM as something to do.
• ABM is simply becoming account-based advertising, account-based lead gen, and marketing as usual but more targeted using tech like Terminus, 6sense, and Demandbase.

Our desire to scale is one of the biggest reasons why ITSMA reports that 2/3 of ABM programs do not drive significant business improvement and why Tech Target reports that 66% of ABM programs underperform. As Kristina talks about in her rant, we should first focus on using ABM to fix business challenges beyond the pipeline. We should use ABM to fix the interactions we're having with tier 1 target accounts and the experiences we're delivering them. Then take the ABM lessons and scale for tier 2 and 3 accounts.

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ITSMA's State of ABM report showed that only 1/3 of ABM organizations are seeing significant business improvement. Yet previous research shows – and intuitively we all agree – that ABM works.
So where is the breakdown occurring?

At Personal ABM, we believe that ABM’s definition and direction have gotten diluted. ABM has always been about focusing on the accounts that can provide maximum lifetime value – getting new key accounts to revenue and existing accounts to greater revenue. But the term “ABM” has become synonymous with the technology that enables it (6Sense, Demandbase, Terminus, etc.), which is wrongly seen as a silver bullet. Companies are treating ABM as “marketing as usual” with shiny new tools.

In this podcast episode, Kristina Jaramillo shows how this diluted definition is creating challenges for a channel sales technology firm that wants to accelerate growth fast after recent funding. You'll see why the channel sales tech firm is not able to:

• Penetrate the 60% of the market that is stuck in the status quo
• Consistently win multi-year, $70K per year deals as those accounts requiring this deal size are regularly taking the safe, comfortable bet of investing in Salesforce.

You will also learn how focusing on ABM tech:

• Led to accounts going dark after sales engagement for a large AI conversational firm.
• Resulted in a low 5% stage 0 to close win rate for a fintech firm.
• Created long sales cycles (14+ months) for an AI firm.
• Caused a supply chain firm to almost lose their P&G account (about 30% of the firm's revenue.)

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In social, email, and live conversations with CMOs, VPs of Marketing, and other marketing leaders, Kristina Jaramillo (President of Personal ABM) is often asked what is the difference between an ABM motion and a targeted demand gen motion. Because of the confusion between ABM and competitive strategies, Kristina even wrote a POV article for the CMO Council blog on how CMOs are confusing ABM with targeted demand gen. On this ABM Done Right Podcast, Kristina, Eric Gruber (CEO of Personal ABM), and Cristina Daroca (Senior Director, Global Demand and Americas Marketing at Riverbed Technology) discuss how Riverbed is trying to go beyond demand gen with ABM.

When you listen to this podcast, you will learn:

• How sales and marketing were not aligned and integrated with sales to win and expand key, tier 1 accounts that are resistant to change as demand gen is campaigned-focus to build a category and drive awareness.
• The differences between a demand gen motion and an ABM motions.
• Why you need to go beyond campaigns and take a more personal 1:1 approach -- and how and when 1:1 ABM should be executed.
• How ABM is not about just getting accounts into the pipeline and how ABM should be used to drive retention and expansion. You'll learn how Riverbed Technology is using ABM to continue to expand within top banks like Bank of America and to expand into the regional banks that are under the large brand's umbrella.

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Jillian Gartner (Head of Digital Marketing and Demand Gen) recently joined Kristina Jaramillo on the ABM Done Right Podcast to discuss the ABM challenges that Thomson Reuters and Conduent faced and how she had to revamp the programs. Some of these challenges included:

1. The definition and direction of ABM have become diluted. For example, before Jillian joined Thomson Reuters, the company had an opportunity to expand ABM in terms of the number of accounts and tactics leveraged in the program. ABM is not a tactic. It's not a thing to do. It's not a verb. It's not just a way of thinking. It's a business strategy on how you're going to get strategic tier 1 accounts to revenue and existing accounts to greater revenue growth. ABM is a strategy that improved the integrated interactions GTM teams have with prospects and customers and the experiences the teams are delivering.

2. ABM has become synonymous with ABM tech - For example, Jillian was hired at Thomson Reuters to assess, invest and implement ABM tech. They thought because they execute Demandbase, 6sense, Terminus, or other ABM platform that they were doing ABM. But, it was just account-based digital advertising. Jillian evangelized with leadership, sales, and marketing that ABM is about layering your digital and non-digital interactions in a way to move accounts forward.

3. ABM programs are disjointed - Before Jillian joined Conduent, the team was doing ABM for several years. ABM was done in pockets and wasn't being used across the complete buyer's journey and customer lifecycle. There was limited account intelligence for the sales team to carry on the conversations that marketing started. Now, the teams are coming together and acting as 1 team that is focused on revenue so sales and marketing can engage contacts in ways that the teams were not able to unlock before.

4. Lack of prioritization - In too many cases, teams are treating tier 1 accounts the same as tier 3 accounts pushing out content and messaging so it's all about the "campaign" vs. improving the interactions as leadership and teams go for "scale." When sales and marketing teams do "prioritize" and "tier" accounts, they fail to look for a reason for outreach and a reason for the account to be a tier 1 account that gets personal attention. For example, in one case, Jillian talks about giving the "white glove" personal attention to an account for more than a year and getting zero response. Sales and marketing did not align with the strategic goals of the account and show the unconsidered gaps and impacts.

You'll also learn about Conduent's balanced ABM program (1:many, 1: few, and 1:1), why their 1:1 program is the most successful, and how their ABM program is not just about personalized ads.

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Tyler Pleiss (Senior ABM Manager at Clari) managed and executed ABM at 3 different organizations including Terminus and he learned that in most cases, you should not start engaging in ABM with a 1: many or 1:few approach. This often leads to ABM becoming nothing more than targeted demand gen -- as teams are not changing sales/marketing motions, interactions and experiences. When you take a 1:few or 1:many ABM approach, you focus on volume and pipeline vs. getting strategic accounts to revenue, which means you are not orchestrating ABM across sales/marketing/account teams and across the prospect and customer journey. You're just pushing out content and messaging and making it more targeted and adding some personalization.

When you listen to this podcast, you will learn how Clari is taking a one-revenue team approach and changing sales and marketing motions to penetrate 3 new market segments. You'll see how they are starting with a more personal 1:1 approach where they can align with target accounts, see first-hand how they need to shift the sales/marketing conversation to reframe thoughts and ideas and create the account experience that's needed to drive stage progression and revenue. Instead of pushing and guessing, Clari is learning from the individual interactions, how they need to connect with the disconnected as the accounts they are now targeting in the new market segments are years behind when it comes to revenue ops tech and processes.

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Judd Borakove (Host of Peak Community and Sangram Vajre's partner at Red Monkey Consulting and GTM Partners) recently joined Eric Gruber (CEO of Personal ABM) on the ABM Done Right Podcast. Judd has worked with some of the top executive leaders and venture capital firms to make GTM simple through growth plays that accelerate growth.

During this episode, Eric and Judd discuss how:

1. ABM is not about campaigns. If you talk about doing ABM campaigns then you're simply doing targeted demand gen, account-based advertising, or account-based gifting with platforms like Alyce, Sendoso, and ReachDesk. ABM should be an all-encompassing GTM function and lifecycle experience.

2. ABM is not about the pipeline - All marketing can generate a pipeline even though some approaches better than others! But pipeline means nothing if it doesn't translate to revenue. ABM is about improving interactions and account experiences to accelerate high-value deals to revenue faster.

3. The nomenclature breakdown and the alignment you need across leadership, sales, marketing, customer success, and product teams.

4. How ABM efforts quickly turn to standard sales and marketing motions because there's a hand-off vs. a hand-shake where marketing supports sales and customer success conversations.

5. How marketers can get buy-in from sales when most sales teams had bad experiences with pseudo-ABM programs and prove to sales how they can get larger deals faster.

6. How sales and marketing teams are treating all accounts the same -- they're giving their champagne clients seltzer vs. differentiating the interactions and the account experience across the prospect and customer lifecycle.

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Recently on LinkedIn, Corrina Owens (Senior Manager of ABM for Gong) mentioned that GTM teams need to take a less is more approach when it comes to ABM. It needs to be less of a targeted demand gen function and more about very few accounts at any given time and giving hyper, personal attention to these accounts, the individual buying committees, and the human buyers.

In this podcast you will learn:

• Why ABM tech like Demandbase, Terminus & 6sense should not be synonymous with ABM and how tech is only 1 piece of the puzzle. You'll see how the ABM tech platforms are diluting what ABM is about.
• How ABM has become targeted demand gen to fill the pipeline instead of becoming very intentional with each interaction to get accounts to revenue.
• The alignment you need with your cross-functional teams and with your target accounts.
• Why ABM should focus on the 20% of accounts that can deliver 80% of your revenue growth.
• The missing elements in most ABM strategies and why it's keeping sales and marketing teams from connecting with accounts and buyers that can make a real difference on the bottom line.
• How marketing should be stewards of data and how ABM should be a strategic partner vs. a tactical partner.
• How most 1:1 programs are just camouflaged one: few or 1: many programs.
• How sales and marketing teams are losing the mini selling conversations in the prospects' minds.
• The account-based enablement that's needed so sales and marketing can be personally relevant, hyper-attentive, and aligned with their future customers starting with the 1st interaction.

After you listen to this podcast, you may want to check out these additional resources:

• How a Personal 1:1 ABM Program Will Help Win with the Status Quo Enterprise C-Suite
• Sales Enablement Does Not Go Far Enough - GTM Teams Need More Account-Based Enablement
• Why 66% of ABM Programs Under-Perform Webinar

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Kristina Jaramillo, President of Personal ABM, publicly disagreed with some of Chris Walker's thoughts or ideas. However, she completely agrees with Chris's recent LinkedIn post on how marketing is too defensive.

In this quick podcast, you'll see:

• How marketing spends so much time defending their value by chasing after leads and trying to fill the pipeline to impact a small portion of the buyer's journey
• How and why marketing is not taking the opportunity to innovate and how ABM is marketing as usual (just more targeted!)
• How most ABM is reactive to win over the next 90 days vs. taking the offense to drive long-term, sustainable success.
• How marketing teams are looking for silver bullets to defend vs. look to ABM to solve business problems that impact revenue growth

After you listen to Kristina's ABM podcast rant, you will want to listen to these additional podcasts to see how Alyce, Okta, Uniphore, and others are going on the offensive, aligning with future customers, and working together with sales to pursue, win and expand key accounts:

• Leigh Chesley (VP of Marketing at Longbow) -- Why You Need an ABM Strategy Before Investing in Terminus and Other ABM Tech
• Nick Bennett from Alyce - How ABM Should Improve Tier 1 Account Interactions
• Jess Larkin from Okta - 6 Critical Elements That Are Missing From 66% of ABM Programs
• Cassidy Shield (VP of Marketing and Sales at Narrative - How Marketing Can Increase Its Influence Over Revenue
• Joseph Monastiero from Revegy - Winning and Expanding Accounts as 1 Team
• Jarrod Greene (VP of Product Marketing for Highspot) -- Connecting with the Disconnected
• Vijai Shankar from Uniphore - An ABM Conversation with Uniphore's VP of Product Marketing

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78% of Challenger sellers feel their toughest customer objections are status quo objections. Only 22% feel customer objections to the proposed solution are harder.

Status quo objections = customer resistance to changing their current approach for solving a problem.

Solution objections = customer agrees they need to change their current approach but disagrees with the supplier's solution for doing so.

In this episode of ABM Done Right, Eric Gruber (CEO of Personal ABM) that is filling in for Kristina Jaramillo as host, Jennifer Allen (Chief Evangelist for Challenger) and Michael Randazzo (VP of GTM for Challenger) reflect on how we need to change sales training, sales conversations, and marketing to beat status quo objections.

Conversation #1 - How do we need to shift sales training

Jennifer Allen talks about how the lion's share of seller training is often focused on product training.

Growth problem? Our reps must not understand the product well enough.
Trouble scheduling meetings with the decision-maker? Our reps must not be explaining the value of our solution well enough.
Losing on price? Our reps must not be showing why our product is better than the competition.
All too often, we throw product training at the problem and wonder why we don't see results.

You'll learn about the shifts we should make in sales training to improve win rates with key, status quo accounts.

Conversation #2: The need for more account-based enablement
You'll learn how GTM teams cannot depend on a calendared, just-in-case training plan. You need to provide relevant messages, content, stories, insights, and skills to enable sellers in the flow of work for specific accounts - when they need, and we need to help GTM teams respond with speed and precision as we build situational fluency.

After listening to this conversation, you will want to read our article on how sales enablement does not go far enough and the account-based enablement that's needed.

Conversation 3: Changing the seller conversation You will listen to a round table discussion on the issues with the current seller conversations (social, email, and live) and why it's not helping them overcome status quo objections. You'll also learn how we should engage in a two-way conversation that helps customers understand their current approach's costs/risks of their current approach?

Conversation 4: Changing the marketing conversation
You will see how everyone is fighting for the same small share of the market. The focus is on in-market accounts that are identified by platforms like 6sense and Bombora. But there's 60% of the market that is stuck in the status quo -- it's this market that can provide the larger deal sizes if we can only create the a-ha moment and a buying vision. You'll see how you need to change your content and your marketing motions to drive engagement with these accounts.

You'll also learn how to better support sales with their status quo objection conversations and how to help sales win the internal "status quo objection conversations" that sales are not privy to.

After listening to these conversations, check out these additional podcasts with Challenger:

• How to Use Challenger to Sell and Market Your Way to a Revenue Rebound - A Conversation with Michael Randazzo
• Winning the Challenger Sales - Listen to Kristina Jaramillo joins Challenger's podcast to discuss how to build credibility on with key accounts

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The focus of ABM should be on the 20% of accounts that would provide 80% of today's and tomorrow's revenue growth. Each of these enterprise accounts needs to be treated as a market of one. We need to design interactions and experiences that are specific and relevant to each individual account and to the human buyers within those accounts. However, most sales and marketing teams are unable to because they lack the right ABM insights.

In this podcast, Rick Catino (CEO of Pipeline IQ) and Eric Gruber (CEO of Personal ABM) talk about the need for account profiles and account planning for the 20% vs. the marketing to accounts approach that many teams take.
Listen to learn:

1. Why you should not be targeting an account just because they are in a certain industry, in a certain region with a certain revenue amount, and how you need to have a greater reason behind your interactions.

2. The account insights that should be part of your account profile and how the profiles should help you align your messaging with your future customers.

3. The value of human-based research and human-based interactions and why you should not be looking to automation or AI for your account profiles and for outreach to your tier 1 ICP accounts that can deliver 80% of your revenue.

4. Why the industry and company relevance that most GTM teams stop at are not enough.

5. How account profiles can eliminate most of your discovery time, enable sales to have higher-level conversations faster, and drive greater deal sizes by focusing on where accounts want to go vs. reacting to predefined needs.

6. How you should be continuing to optimize account profiles and account plans after the close as customer success/account management teams are having the wrong conversations and 80% of B2B companies are either indifferent, disengaged, or actively looking to replace a vendor.

After you listen to this podcast interview:1. Listen to our podcast with Jess Larkin from Okta where she talks about the 6 elements that are missing from ABM programs. (Account profiles are one of the key elements!)2. Read our article on our personal account-based approach that is discussed in today's episode.

1. Download our on-demand ABM webinar. If you are not doing account profiles, you'll also want to see what other ABM mistakes you are making.

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On LinkedIn, Kristina Jaramillo (President of Personal ABM and today's host) asked: What is ABM to you and what is it not. Leigh Chesley (VP of Marketing at Longbow Advantage) is a business growth strategy and an organizational approach --- not a technology.

In this podcast roundtable with Kristina, Leigh and Eric Gruber (CEO of Personal ABM), you will learn:

• Why you should not rush into investing in ABM tech like 6sense, Terminus, Demandbase, and others and how ABM should be an organizational decision and not a tech decision.
• How technology is only amplifying issues that are keeping accounts from getting to revenue.
• How a focus on technology and digital ads led to an under-performing ABM program for a large enterprise competitor of JDA/BlueYonder
• How Leigh would approach ABM differently at Longbow Advantage, how she'd build her ABM program and what the ABM strategy may look like.
• How sales and marketing at Longbow Advantage are working together to get accounts to revenue.

Kristina also talks about ABM should not be synonymous with ABM tech in this podcast rant.

As we discussed ABM strategy, you may want to read Kristina's article on the G2 blog:
"Rethink your ABM strategy to drive revenue growth"

You may also want to listen to our other ABM conversations, with leaders like:

• Mark Stouse (CEO of Proof Analytics)
• Nick Bennett (Director of Field Marketing and ABM at Alyce)
• Vijai Shankar (VP of Product Marketing for Uniphore)
• Jeff Pedowitz (CEO of the Pedowitz Group)
• Jess Larkin (ABM Leader at Okta)
• Jarod Greene (VP of Product Marketing at Highspot)
• Cassidy Shield (VP of Marketing and Sales at Narrative Science)

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In a recent LinkedIn discussion, Mark Stouse (CEO of Proof Analytics) mentioned on LinkedIn that there is a near-total misunderstanding about the purpose and focus of a great ABM effort. In this podcast, Kristina Jaramillo and Mark discuss:

1. How ABM is not synonymous with ABM tech like 6sense, Demandbase, and Terminus. You'll see that Mark describes ABM as an approach to reaching out to specific stakeholders within very specific, identified accounts and helping them understand their needs and the needs of their team.

2. How ABM using 3rd party data is only DM on steroids - You'll see how your future and existing customers should not realize that you are using ABM on them.

3. How ABM measurement is off-target and how ABM should have a positive impact on stage progression, time to close, and deal value.
4. How you can not retrofit ABM on top of existing marketing structures and why you should only be applying ABM to 10 - 20% of target accounts.

5. How ABM programs are creating headwinds for sales and are slowing deal time and lowering deal sizes.

1. Why alignment does not build the sales and marketing alignment that organizations want- and what marketing must do before alignment can be attained.

2. How ABM should not be about the top of the funnel even though 60% of marketers focus on pipeline KPIs and marketing source revenue. You'll see how it should be about helping disparate stakeholders in the customer understand their needs better AND the needs of their peers better, thereby helping to create a consensus that drives purchase.

You'll also want to check out these additional resources that will help you clear up ABM misunderstandings:

• ABM should not be synonymous with ABM tech
• ABM should impact more than your pipeline
• 6 elements that are missing from most ABM programs

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Adam Goyette, VP of Marketing at Helpscout, once mentioned: There seems to be this thought that ABM is a silver bullet. Run some display ads, send some direct mail and do some targeted gifting, But these are just tactics. It’s not what ABM should be about.

Peter Zawistowicz, Director of Growth Marketing at Gremlin, once stated that ABM became the flag under which we deploy flashy, expensive, and often ineffective tactics, all in the name of driving up engagement.

As the technology evolved, we believe that ABM’s definition has become diluted, and ABM programs have become account-based awareness, account-based advertising, and account-based lead gen programs. In this episode, Kristina Jaramillo talks to Nick Bennett, Director of ABM and Field Marketing for Alyce, about what ABM is and how it should be a company-wide initiative to increase average account value, decrease time to close, improve win rates and reduce churn along the complete buyer's journey, and customer lifecycle.

We also discuss:

• How we need to go beyond sales/marketing alignment, how we need to become integrated, and how marketers should be held accountable and commissioned for revenue, so we go beyond influencing just the top of the funnel.
• How sales and marketing's desire to scale is limiting revenue performance and why we need to focus on the interactions we're having with tier 1 accounts and the experiences we're delivering.
• How teams are ineffectively scaling ABM.
• How Alyce closed more deals in the last 5 months than they ever did in a 6 month period.
• The difference between personalized ABM and a personal account-based approach and how you need to be personal with the 60% of the market that's stuck in the status quo.
• How sales and marketing teams can increase their relevance and the personal brand's role in an ABM program.

Here are the resources we discuss in the podcast:

• Our article on how 95% of sales teams are irrelevant to buyers on LinkedIn
• Nick's ABM podcast
• Nick's Rep Your Brand Podcast

How you can learn more about our personal account-based approach:

• How a Personal 1-to-1 Account-Based Sales and Marketing Approach Will Help You Win with the Status Quo Enterprise C-Suite
• 3 Mini-Case Studies on How GTM Teams Win & Expand Key Accounts Using ABM

You may also want to check out other ABM conversations with:

• Vijai Shankar (VP of Product Marketing for Uniphore)
• Jeff Pedowitz (CEO of the Pedowitz Group)
• Jess Larkin (ABM Leader at Okta)
• Jarod Greene (VP of Product Marketing at Highspot)
• Cassidy Shield (VP of Marketing and Sales at Narrative Science)

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With guests like Jeff Pedowitz (CEO of the Pedowitz Group), we've talked a lot about why 2/3 of ABM Programs fail. In this podcast, Kristina Jaramillo, Eric Gruber and their guest Jess Larkin (one of Okta's top strategic ABM marketers) will talk about the 6 key elements that are missing from most ABM programs:

1. A clear understanding of what ABM is.
2. An ABM strategy that is not just a list of tactical activities and cadences.
3. The right ABM vendors (a partner like Personal ABM)
4. A balanced approach as only 1/3 of ABM programs are executing 1:1, 1:few AND 1:many.
5. An account plan for how sales and marketing teams will prospect, nurture and close tier 1 accounts.
6. Greater relevancy with the human buyers in the accounts that GTM teams want.

Listen to this podcast to uncover:

• How and why ABM is misunderstood
• Why you need to have an ABM strategy before investing in tech
• What needs to be part of your ABM strategy
• How GTM teams are getting 1:1 ABM wrong
• How your GTM teams need an account plan and how they should be aligning with the strategic priorities and business visions of target accounts.

Here are the resources that were discussed in this podcast:

1. G2 article on ABM strategy

2. ABM strategy and account plan template

3. Podcast on why ABM should not be synonymous with ABM tech

4. Podcast on how ABM should go beyond pipeline generation.

5. Article on how a more personal 1-to-1 ABM approach will help you win with status quo enterprises.

6. ABM Case Study: How an ITSM Used ABM to Drive Stage Progression and Buyer Journey Acceleration

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Usually Kristina Jaramillo and Eric Gruber have guests join them on the Stop the Sales Drop Podcast. But, Kristina felt a strong urge to rant. Here's why...

On the registration form for our webinar on why 2/3 of ABM programs fail or underperform, we asked GTM teams what their biggest challenge is. And, a number of registrants mentioned scaling the program. It makes Kristina cringe to see that continue to pop up as a challenge because in most cases, scaling for sales and marketing means reaching more potential buyers. It means that....

• Sales and marketing teams are focused on the quantity of interactions vs. the quality of interactions.
• GTM teams are treating ABM as something to do.
• ABM is simply becoming account-based advertising, account-based lead gen and marketing as usual but more targeted using tech like Terminus, 6sense and Demandbase.

Our desire to scale is one of the biggest reasons why ITSMA reports that 2/3 of ABM programs do not drive significant business improvement and why Tech Target reports that 66% of ABM programs underperform. As Kristina talks about in her rant, we should be first focusing on using ABM to fix business challenges beyond the pipeline. We should use ABM to fix the interactions we're having with tier 1 target accounts and the experiences we're delivering them. Then take the ABM lessons and scale for tier 2 and 3 accounts.

After you listen to Kristina's 6 minute and 56 second rant, then check out these additional resources to help you reshape your ABM program to drive stronger revenue growth:

• Webinar: Why 2/3 of ABM Programs Fail
• Podcast: How ABM Should Impact More Than Your Pipeline
• Podcast: ABM Should Not Be Synonymous with ABM Tech
• Podcast: Going Beyond Pipeline KPIs and Marketing Sourced Revenue
• Podcast: ABM Strategies That Led to $1 Trillion in Revenue

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Cassidy Shield, VP of Marketing and Sales at Narrative Science, says that marketing sourced revenue is a weak metric that sounds trivial and runs hollow in most C-suite conversations. He also talks about how pipeline KPIs can be your north star but it becomes meaningless when your win rate is down, your deal size is down and your sales cycle time is up.
Listen to this conversation with Cassidy and Eric Gruber (CEO of Personal ABM) to learn:

1. Why you do not want to be part of the 60% of marketers that primarily focus on measuring pipeline KPIs and marketing sourced revenue - and why these marketers do not get the respect they deserve from the C-Suite and the board.

2. How marketing is misaligned with the business.

3. How marketing needs to hit re-set, build an operational foundation and earn a seat at the table where the focus is on EBITDA.

4. The marketing KPIs that CMOs and Marketing VPs and Directors need to pay attention to if they want to go beyond awareness and leads and actually make an impact.

5. How marketing can tie their programs to the fundamentals of revenue with a strong focus on how and where to move the needle?

6. How marketing can have a greater impact on sales velocity,

7. The role that marketing can play in helping sales and customer success teams shape and reshape buying behavior so larger deals can be won, revenue can be protected and accounts can be penetrated?

After you listen to this podcast, check out theis additional resource that will help you rethink the marketing function:

• Quick 4 Minute Podcast - How ABM Should Impact More Than the Pipeline

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In this episode, Joseph Monastiero from Revegy shares how most companies are just buying churn as sales, marketing, and customer success programs, communications and conversations are disjointed.

Within this podcast, you'll see:

• How the Revegy team is using ABM to drive account acquisition, retention, and expansion.
• Why teams need to stop handing off the baton as we’re in a relay race and how sales, marketing, and account management/customer success teams should be working as 1, especially when it comes to tier 1 accounts.
• The challenges GTM teams are having starting with account selection and planning -- and why these challenges are occurring.
• How sales, marketing, account management and RevOps teams need to align cross-functionally to create a tailored CX that positively impacts revenue KPIs.
• How GTM teams should be working together to accelerate accounts to revenue. We’ll discuss why accounts are getting stuck in their journey and what the teams can do together to ensure a win.
• How the race is not over once a deal is signed and how teams should be working together to retain and expand accounts.

After you listen to this webinar, you'll want to check out these additional resources that will help you win, protect and expand key accounts using ABM:
1) Why 2/3 of ABM Programs Fail **- A Webinar with Personal ABM and the Pedowitz Group

2) How GTM Teams Are Winning and Expanding Key Tier 1 Accounts Using ABM - a Sales Hacker article.

3) How ABM Should Impact More Than the Pipeline - A Quick 3-Minute Podcast with Kristina Jaramillo**

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At the beginning of this year, ITSMA came out with their State of ABM report and it showed that only 1/3 of ABM organizations are seeing significant business improvement. Yet previous research shows – and intuitively we all agree – that ABM works.
So where is the breakdown occurring?

At Personal ABM, we believe that ABM’s definition and direction have gotten diluted. ABM has always been about focusing on the accounts that can provide maximum lifetime value – getting new key accounts to revenue and existing accounts to greater revenue. But the term “ABM” has become synonymous with the technology that enables it (6Sense, Demandbase, Terminus, etc.), which is wrongly seen as a silver bullet. Companies are treating ABM as “marketing as usual” with shiny new tools.

In this podcast episode, Kristina Jaramillo shows how this diluted definition is creating challenges for a channel sales technology firm that wants to accelerate growth fast after recent funding. You'll see why the channel sales tech firm is not able to:

• Penetrate the 60% of the market that is stuck in the status quo
• Consistently win multi-year, $70K per year deals as those accounts requiring this deal size are regularly taking the safe, comfortable bet of investing in Salesforce.

After you listen to this podcast, check out these additional ABM resources:

• Webinar with Personal ABM & The Pedowitz Group: Why 2/3 of ABM Programs Fail
• ABM Article on Sales Hacker - Rethinking ABM Strategies for the Next Revenue Opportunity
• ABM Examples - How 3 GTM Teams Are Driving More Tier 1 Wins with ABM

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Cassidy Shield, SVP of Marketing and Sales at Narrative Science (who will be on our podcast soon) mentioned that we need to focus our energy on sales velocity and its components including # of opps, average deal size, win rate, and sales cycle time. We need to be talking about how to drive the fundamentals of revenue. When marketers start talking about these elements, where/how to move the needle, and the result on revenue - you will get the attention of leadership and boards.

But we can't be talking about where and how to move the needle and result on revenue because we're not tying ABM to business challenges that are tied to revenue. Most ABM programs are still focused at the top of the funnel, even though analytics show that ABM can have the greatest impact at the middle and bottom of the buying journey.

In this podcast episode, Kristina Jaramillo shares how:

• A fintech firm serving mid-market banks as well as national institutions like Wells Fargo are challenged to drive more deals as they are not using ABM to change sales motions, sales processes and conversations so they can improve their win rates. Currently, the stage 1 to close win rate is 5%.
• An AI tech firm is nowhere close to a signed deal with Mastercard and Walmart after 14 months of conversations because the CMO is not using ABM to accelerate accounts to revenue. The CMO blames it on the fact that they need closers, even though marketing can influence both selling conversations and the internal conversations that sales is not privy to.
• A channel sales tech firm is unable to create wins with large enterprises that continually make the safe, comfortable bet of investing in legacy platforms like Salesforce.

Listen to this quick podcast episode to see how ABM should go beyond pipeline and leads and how it should impact win rates, sales cycle time, deal sizes, the ability to go up-market and much more.

After you listen to this episode, sign up for our upcoming ABM webinar: Why 2/3 of ABM Programs Fail. You'll learn about many other mistakes that ABMers are making including making ABM synonymous with ABM tech.

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$1 trillion+ dollars was generated by clients of the Pedowitz Group through a customer-centric revenue marketing transformation. In this podcast episode, Kristina Jaramillo (President of Personal ABM) discusses with Jeff Pedowitz why 2/3 of organizations engaging in ABM are not seeing the results his clients experience.
When you listen to this ABM podcast, you will learn:

• How you cannot just throw Terminus, Demandbase and other ABM tech at your ABM program and challenges -- and how the technology needs to fit your strategy and not the other way around.
• The change management and  "mindset" shifts that must take place if you want ABM success.
• How ABM should change the sales process and motion
• How and why you should be taking a customer-portfolio management approach
• How ABM should be about building lifetime customer value vs. driving pipeline and how we should be using ABM to improve the customer onboarding experience, retain at-risk accounts, and expand the accounts that can provide the greatest returns.

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Because B2B buyers only spend 17% of their time with buyers when they are considering a purchase, every interaction must be impactful. Andy Paul, Host of RingDNA's Sales Enablement Podcast (930+ episodes) joined Eric Gruber on the Stop the Sales Drop Podcast to discuss how sales and marketing teams are limiting revenue growth with their volume plays.  

• How sales and marketing teams are disproportionately investing their time, energy, and resources at the top, middle, and bottom of the funnel and how we need more time on the interactions we're having once we capture interest.
• How we are misaligned with buyers and how this is leading to low win rates.
• The mindset shifts that need to happen if sales and marketing want to have more meaningful interactions and deliver more memorable valuable experiences.
• How sales and marketing should be earning selling time with buyers.
• The key lessons Amdy learned from 930+ episodes with sales leaders like Dan Pink, Tiffani Bova and Jeffrey Gitomer.

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Carrie Kelly (CMO) led marketing programs at some insanely innovative places. Cisco, Ericsson, Nortel, CA Technologies, and now CriticalStart, a high-growth, Cybersecurity company that challenges the status quo across the managed detection and response market. Throughout her career, Carrie built global marketing campaigns and demand generation programs that have yielded millions in revenue. She kept customer acquisition costs low and steady, and growth objectives high. And yet, despite constantly being surrounded by technology, Carrie never forgot that we’re all just people trying to connect with other people. And the best way to do that is through a story that’s authentic, compelling, and above all, meaningful.

On this podcast, Carrie and Personal ABM CEO Eric Gruber discuss:

1. What's wrong with the stories that sales and marketing are telling - and how we are speaking "at" accounts and "at" people vs. "with" accounts and people.

2. How there's more to the buying decision than "how will this solution help my company" -- there's a personal reason behind every decision that we as sellers and marketers need to connect to.

3. Why prospects do not see themselves in the stories that sales and marketing are telling?

4. How we are losing the "selling conversations" in our buyers' minds and how we should be using stories to challenge the status quo.

5. How you need stories for each part of the customer journey, including after the close as we work to retain and expand key accounts.

6. How we should be teaching for differentiation through our stories, content, and messaging.

7. What are the stories and content we should be using in the middle and bottom of the journey where accounts are stuck -- and what are the stories and content we should be using to drive adoption, retention, and expansion.

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When LinkedIn came out with its report in 2020 that showed that 44% of organizations are facing significant declines in responsiveness, we at Personal ABM mentioned that it was not pandemic related. COVID may have exacerbated the situation but it's because we need a new way to market and sell to prospects. Recent studies from Challenger, support the claims that Kristina Jaramillo and Eric Gruber made last year. Despite many companies rebounding in 2021 and despite sales and marketing teams increasing their prospecting by more than 5%, more than 50% of respondents mentioned that the biggest barrier to getting deals done is getting prospects to respond.

On this podcast, Tom Pisello (Chief Evangelist at Mediafly) and host of the Sales Evolved Podcast and Eric Gruber (Personal ABM CEO) discuss:

1) How we need to be much more relevant and important to a much fewer set of people than this mass industrial-scale attitude we have today where it's about as much outreach, activity, and opportunities as possible.

2) How we need to improve messaging, develop new content to present it, and engage with a broader group of customer stakeholders to share it if we want to get greater market access.

3) How marketing can shift content and carry the internal conversation for sales. You must remember that only 5% of the decision-making journey takes place with the seller in the room – and in the room with the seller is a small subset of the buying committee.

4) How you need to build your storytelling and integrate it with your content and messaging to answer the questions "why change", "why now" and "why you."

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In a recent PMA article, Julien Sauvage (VP of Product Marketing at Gong)  mentioned that the top product marketers this year will create a strong connection with sales and measure their success in a tangible way. In many cases,  at Personal ABM, we find that marketing is focused on getting accounts into the pipeline. They aren't thinking about how they can influence each part of the buyer's journey and how they can support sales.  In this podcast, Julien talks to Personal ABM CEO Eric Gruber about the connection that's needed with sales and how everyone should win a complex sale.

Listen to this episode to learn:

1. Why most content does not have an impact on revenue growth and why it doesn't make an emotional connection with prospects, customers, and partners. 

2. How marketing should shift their content strategy and be provide content that supports sales and their selling conversations.

3, How sales and marketing can work together to re-engage those ICP tier 1 accounts that are disconnected and to move accounts that are stuck in their buying journey. 

4.  How can marketing influence the conversations sales are having with buyers and how can we influence the conversations that sales are not invited to?

1. How sales and marketing need to measure their joint success in a tangible way vs. the squishy metrics that marketing tends to focus on?

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Too often, sales and marketing have dehumanized their processes and have dehumanized their social, email, and live conversations with human buyers. Ethan Beute (Chief Evangelist at BombBomb) and Eric Gruber (CEO of Personal ABM) discuss how it's time to be more intentional and conscious about how we are reaching out to partners, customers and prospects.

You'll learn:

• How we have dehumanized sales and marketing by system or circumstance -- and how we are dehumanizing experiences with our prospects, customers, and partners.
• The most important part of the customer experience that sales, marketing, and customer success teams are forgetting and how we are missing emotional resonance by looking at CX from a mechanical perspective.
• How and why sales and marketing are failing to make a connection with the human buyers.
• How we should be focusing on better interactions vs. more interactions.
• How we should truly bespoke with our content and nurturing for tier 1 accounts that can provide the greatest revenue growth.

If you like the podcast above, you should also listen to:

• Connecting with the Disconnected - A Conversation with Highspot's VP of Product Marketing
• Rebooting the Customer Experience with Vikas Bhambri
• Rebooting Sales Engagement and Outreach with Dustin Deno at ShowPad
• Making ABM Personal - The Why and the Buy Podcast Featuring Kristina Jaramillo

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At its core, Challenger is not about what you sell and market - it's about how you sell and market and the buying experience that you deliver to key accounts. It's about leading with relevant insights and leading to your solution vs. the other way around which is often the default approach that sales and marketing takes. On this podcast, Michael Randazzo, the host of "Winning the Challenger Way" joins Personal ABM President Kristina Jaramillo on the podcast to discuss:

• How we need to complete 3-3-3 research and go beyond industry and persona relevance with our content, messaging, and social/email/live conversations.
• How we can make a stronger emotional connection, where prospects will see you as a partner vs. be another vendor trying to push to out product.
• Why prospects should never have to ask sales "how are you different" and how sales and marketing should be teaching for differentiation.
• Why only 14% of messaging is perceived by customers as unique and beneficial, how we are failing, and what we should be differentiating on.
• What commercial insights are and how it's not being added in content, messaging, and conversations.
• Why you need to focus on "unconsidered" gaps and impacts and how we should be sparking, introducing and confronting.

If you like this podcast. check out the "Winning the Challenger Sale Podcast" where Kristina Jaramillo was also a guest.

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On this podcast, Jarod Greene, Highspot's VP of Product Marketing shared with Eric Gruber (CEO of Personal ABM and host of the Stop the Sales Drop Podcast) the lessons he learned from being a math teacher on how to connect with the disconnected. As a math teacher, he needed to re-engage with students that "checked out" and give students that did not "care" about math a reason to get excited. He needed to create an environment where the students will want to learn. It's about the experience and the interactions you have - and that is what Jarod believes is what many sales and marketing teams are forgetting and they are thinking about scaling to reach more people.

They also talk about:

• How sales and marketing need to elevate their conversations across all channels to make the connection with those that do not see themselves in the story that is already being told.
• How you will get more revenue growth with tailored content and messaging - and impact win rates, deal sizes, and sales cycle time vs. taking an approach for critical mass.
• Why there are too many "false positives" and "sand" in the pipeline
• Where the disconnect is happening after the signed deal - and why account management and customer success teams are challenged to protect and expand key accounts.
• Why "ABM" being owned by the wrong "team" is leading to disconnects throughout the buyer's journey. See why demand gen teams should not own or drive ABM. They play an important role but demand gen should be one piece of the puzzle.
• How sales and marketing should be changing their positioning, messaging, stories and approaches with tier 1 ICP accounts that once showed intent but stopped engaging.
• Why accounts are lost - it's not because sales and marketing failed to show the right features and it's not because buyers disagreed with the value that can be delivered.
• How you can influence the "internal" conversations and facilitate discussions that connect the disconnected within key accounts so you can get a buying consensus.
• How you can meet your buyers where they are at right now and serve the right level of content and messaging that communicates the right differentiation beyond the product.

If you liked this podcast, you'll want to check out our other podcasts including an "ABM Conversation with Uniphore's VP of Product Marketing."

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Vijai Shankar, VP of Product Marketing for Uniphore, says that the biggest mistake companies can make when it comes to ABM is to have demand gen and other "marketing areas" drive ABM programs. Account-based sales and marketing is a business strategy where leadership, sales, marketing and account management teams work together to get more accounts to revenue and existing accounts to greater revenue. Product marketing is the connector between the teams and ABM should be part of their revenue engine.

When you hand ABM to demand gen, ABM often turns into account-based lead gen, account-based advertising or account-based awareness programs that focus on the top of the funnel vs. the complete buyer's journey. Vijai, Kristina Jaramillo (President of Personal ABM), Eric Gruber (CEO of PersonalABM) discuss this in greater detail, plus you'll see their thoughts on...

• Why ITSMA reports that less than 1/3 of companies see significant business improvement with ABM.
• How companies are starting ABM on the wrong foot and how you should be starting with ABM
• Why you should focus ABM on the complete journey and how companies are leaving revenue opportunities on the table by not using ABM for existing accounts
• The challenges that Vijai faced while implementing ABM programs for 2 other companies besides Uniphore and why the Uniphore program is working

After listening to this podcast with Vijai Shankar and Personal ABM, you may want to check out these additional ABM resources:

• How to use ABM to open, engage and close accounts - Kristina Jaramillo's DemandGen Summit presentation
• How the right ABM approach can create greater wins - Kristina Jaramillo on the B2B Marketers on a Mission Podcast

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According to a recent PwC study, 86% of B2B buyers would rather pay more for a better experience. Inside this recent webcast and podcast, Eric Gruber (CEO of Personal ABM) speaks with Joshua Fedie from Sales Outreach on how sales and marketing teams can increase the buyer experience especially the “in-between stages” and drive greater “digital” engagement with the human buyers:

• How to bring the human element into your digital-first sales and marketing strategy.
• How sales and marketing leaders are not making the “connection” with buyers on digital channels and why it’s leading to 44% of organizations experiencing a significant drop in responsiveness.
• How sales and marketing need to go beyond “personalization” and just infusing our personalities into videos and messaging. You’ll see the element that’s missing in most social, email, and live selling conversations.
• Where marketing messaging falls short – and how we’re missing stage-appropriate content that supports prospect and customer-facing teams after the qualifying stage. You’ll see how marketing needs to support the complete buyer’s journey.
• How sales and marketing can drive a memorable experience for the “internal” conversations that they are not part of – and how you can create a buying consensus when sales is not in the room with decision-makers.
• How sales and marketing’s focus on “scaling” is hurting the buyer experience.

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Jeff Sirkin (Sirkin Research) and Eric Gruber (Personal ABM) came together for this Stop the Sales Drop Podcast to show go-to-market teams why they are unable to drive demand and responsiveness with status quo accounts and those stuck in their buying journey. They start off the conversation talking about where content gaps exist and how most content does not support ABM, demand gen,  the buyer's journey and buyer enablement. You'll learn why your prospects and customers do not see themselves inside the stories that are being told - and how we can improve our storytelling using data.

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Inside this Stop the Sales Drop Podcast episode, Eric Gruber (CEO of Personal ABM), David Crane (VP of Marketing at Intentsify), and Eric Belcher (Head of Sales at Intentsify) discuss the biggest challenge that 2/3 of organizations have after investing in Bombora, 6Sense, and other intent data platforms.   This challenge is...  how we can activate and leverage the data to connect with tier 1, in-market accounts -- and close them.

The conversation starts off with the data that you should be paying attention to. For example, the Intentsify platform gets 50+ billion intent signals per month and 4.2M identified in-market accounts per month. So there's lots of intent data for sales and marketing leaders to act on. You will learn how all intent data should not be treated equally, what we should be acting on and how we should be selecting in-market accounts to target.

The conversation then moves to... how, where, and why intent data falls short of expectations - and how intent data is your springboard. You'll learn how sales and marketing teams ineffectively use intent data and how we can make the data more actionable. 

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Mark Stouse (technology CMO turned software CEO of Proof Analytics) recently joined Eric Gruber (CEO of Personal ABM) to discuss how sales, marketing, and account management teams need to reboot their go-to-market (GTM) programs, including who owns it.

Listen to this podcast to learn:

1. Who needs to show up in the "battle" for revenue growth and how we need a one-team culture with the CEO at the helm. See how you need top-to-bottom and left-to-right alignment to achieve GTM goals faster.

2. The role Mark Stouse plays in the GTM and ABM programs that Proof Analytics is executing.

3. How CEOs, CMOs, CROs, and VPs need to rethink their thoughts about value, how we should innovate it, improve it, protect it, communicate it, market it and sell it.

4. The role ABM should play within your GTM strategy and the shifts that will lead to mega deals and change the growth trajectory of your company.

5. How sales and marketing teams are misapplying the idea of personas and making it harder to drive a consensus among decision-makers than if the ABM program didn't exist at all. You'll see how your ABM programs should have decision-makers and influencers think about each other's issues as a team.

6. How the analytics show that ABM has a stronger impact in the middle and bottom of the funnel than at the top and how we should focus on getting larger deal sizes and an acceleration toward revenue.

7. The metrics you should be looking at to optimize the team's GTM efforts and the interactions they are having.

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Dustin Deno recently joined Kristina Jaramillo and Eric Gruber on the Stop the Sales Drop Podcast to discuss the shifts his team made in sales outreach and sales engagement last year due to C-19. In addition to finding out what worked, what didn't work and where the team remains challenged, you will also learn:

• The critical strategies that ShowPad is using to make every sales experience matter?
• How can we drive greater engagement with each social, email, and live interaction and create a better prospect experience?
• How marketing at ShowPad help to improve sales outreach and sales engagement? You will hear about the impact Marketing had on sales at ShowPad, and where he sees growth opportunities for marketing to play an even stronger role in influencing the sales experience?

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Vikas Bhambri (SVP of Sales and CX at Kustomer, which is being acquired by Facebook) recently joined Kristina Jaramillo to discuss how to reboot the customer experience. When you listen to this interview, you will learn why Vikas invested heavily in sales enablement as Kustomer expanded and the role it played when it came to improving the prospect and customer experience. 

You will also learn:

• The sales process shifts that helped his sales team align with target accounts so prospects get the experience they desire.

* The account management/customer success process shifts that are enabling his teams to give existing accounts the experience they deserve to they'll want to stay and expand with Kustomer.  

• How Kustomer provides a seamless & value-driven experience to every customer from initial interest through continued growth.

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During this podcast, Cassandra Jowett (Senior Director, Marketing at Path Factory), discussed with Eric Gruber (CEO of Personal ABM and Stop the Sales Drop):

1. How content consumption changed in 2020
2. Where friction in the buying journey exists - and the content shifts we need to make
3. How does content need to evolve to support ABM, sales, and the complete buying journey

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Within this recent LinkedIn Live video interview, Matt Heinz spoke with Kristina Jaramillo from Stop the Sales Drop and Personal ABM. Matt provided a sneak preview into the information he’ll be sharing during our Rebooting the Pipeline panel that will also include Scott Vaughan from Integrate and Lisa Shepherd from Mezzanine Growth.

Watch this interview to learn:

1. Why many B2B firms were slow to recover from the sales drop that was created by C-19 and what changes can be made to minimize future pipeline disru[tions.

2. Why teams need to have both a short-term funnel that focuses on the accounts that show intent and a long-term funnel for those you want to create a buying vision with.

3. What sales and marketing needs to change to drive conversations with those that are stuck in the status quo (60% of the market!)

4. How we need to evolve our demand gen programs if we want to create a more predictable pipeline.

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Within this podcast episode, Kristina Jaramillo and Eric Gruber have a conversation with Deanna Ransom (Global Head of Marketing & Marketing Services for Televerde) on how marketing organizations need to be held accountable for driving revenue and business objectives.

You will learn:

1.  The internal "business" conversations and the reframes on how marketing should impact EBITDA that need to happen for marketing to earn its position at the table.

1. How marketing should not be supporting sales and instead partnering with sales and customer success teams to drive customer acquisition, retention, and expansion.

2. Where disconnects between sales, marketing, and revenue generation exist and how we need to reboot the marketing organization, so marketing is accountable for revenue.

3. The role marketing can play in helping sales and customer success teams shape and re-shape buying behavior, so larger deals can be won, revenue can be protected, and accounts can be penetrated.

4. How marketing needs to shift their focus from measuring activity to measuring sales cycle velocity, deal size growth, retention rates, lifetime value, margin growth, and other KPIs related to revenue and profitability.

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During this Stop the Sales Drop episode, James Gilbert (CMO at CRMNext) calls out how even the big players are not effectively using ABM as they are not using it as a complementary strategy. In fact, he thinks that true ABM shouldn't even be called ABM and that it should be a "company strategy" as ABM means that marketing owns most of the lift. This is why it becomes very tactical and channel-focused which only leads to account-based awareness vs. account revenue growth.

Listen to this podcast to see how CloudCherry (James' former company) and CRMNext are winning, protecting and expanding accounts with ABM. Also, see how you can effectively use ABM on LinkedIn. After you listen to this podcast, register for our 3-day virtual LinkedIn training where you will find a LinkedIn ABM panel that will include James Gilbert (CRMNext),  Darryl Praill (VanillaSoft), Sangram Vajre (Terminus), Lisa Dennis (ITSMA), Eric Gruber (Personal ABM) and Brandon Redlinger (Demandbase).

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During this Stop the Sales Drop podcast episode, Brandon Redlinger from Demandbase and Personal ABM CEO, Eric Gruber discuss:

1. Why ABM programs are simply driving account-based awareness and are having little impact on pipeline performance with those that are stuck in status quo.
2. The content that is needed to support sales in an account-based program.
3. Personal account-based approaches that will help you deliver the relevant value that the C-suite wants.
4. How ABM should be applied to social as most people think that they are doing ABM by going to sales navigator, identifying a list of targets and connections, and sending blanket messages.