On LinkedIn, we’ve been discussing how brand, demand, land, and expand motions need to be integrated into 1 cohesive GTM system that drives greater account-based revenue growth with the accounts that are most likely to provide the greater NRR and CLV growth in the long-term. In this podcast, Rob Young (CMO of Lockthreat GRC and product marketer at heart) discussed how his company is redoing their branding, website, positioning, and messaging with the idea that it will support future GTM and account-based programs. You’ll learn how they are focusing on speaking directly to their ICP (the accounts that are most likely to land and expand) and showing them how the competition and their status quo approaches are no longer relevant based on their situation.
You will also hear a product marketer’s perspective on ABM, why teams need to focus more on the post-pipeline than filling the pipeline, and the content that will move accounts to revenue.
Click below to listen to the podcast with Rob Young:
Key Insights From This Podcast…
- Many early-stage companies will say they are too early to do ABM, but if you can make your brand, content, messaging, stories, and engagement personally relevant, you can displace legacy solutions that have large, trusted brands. This is how a startup order management client displaced Oracle at enterprises like GE Healthcare and how Digizuite (a digital asset management tech platform) displaced competitors like Sitecore and Adobe. But you need to have a strong understanding of your POV, your differentiation, the gaps you fill, and the impact you can have across the enterprise organization at your target accounts. Click here to read the Digizuite case study. (link to case study)
- When we dig under the hoods of most ABM companies (both early-stage and mature organizations), their ABM programs are nothing more than targeted demand gen as it’s campaign-focused, they haven’t changed how the company goes to market, and it’s mostly about sourcing the pipeline. But ABM is about improving the account experience and the interactions that all teams have. It’s about providing the human buyers inside targeted accounts exactly what they need right now to move forward. ABM is really about account progression with future and current customers. It’s not just about touching accounts, it’s about touching them in a meaningful way. We need to be able to take the messaging and positioning product marketing delivers and make it relevant to specific deals, accounts, and buyers.
- Teams obsess over the top of the funnel but will rarely ask why deals that should have closed aren’t moving. They’re not asking why there are sales cycle delays and why there is leakage in the pipeline. The focus is on more pipeline volume, where you just end up with more deals that do not end up closing. It becomes just a vicious cycle that just doesn’t end. Because volume was never the problem. It was never the problem to begin with, so you’re never actually fixing it. So adding more pipeline to a broken system doesn’t produce more revenue. It just exposes a much larger, greater breakdown. We need to dig into the win/loss analysis and really look for the issues across the buying journey so we can change content, messaging, processes, interactions, and the account experiences that teams are delivering across the buyer’s journey and customer lifecycle, as ABM is more than just better targeting.
- In most cases, the content teams use in the post-pipeline do not support selling, retention, and expansion conversations, nor do they support internal buying conversations. When sales become involved, companies are beyond thought leadership, industry and persona content, yet this is what GTM teams continue to push out.