Studies show that while teams are generating engagement, creating pipelines, and getting meetings, accounts are still going dark, deals are stalling, and opportunities aren't turning into closed-won revenue in the CRM. No decision outcomes are up to 78%. GTM Performance deteriorated and collapsed.

When sales cycles double, and buyers slow down, sales slow down, and customer acquisition costs rise as GTM costs are applied over a time period that is 2X as long. When buyers hesitate, win rates collapse due to a lack of decisions, and sales produce no outcomes; CAC rises sharply. The GTM costs are outweighed by a tiny fraction of the positive outcomes that GTM teams achieve. When buyers shrink deal sizes (ACV), sales yields shrink, and CAC payback lengthens. Yet, GTM teams focus on the pipeline and invest in the front end, while the market returns revenue too slowly, and in many cases, not at all, as revenue gets stuck in the pipeline.

Read this article to see how the key to business growth is not adding more pipeline...it's unsticking the revenue in your pipeline.

While most marketing teams focus on building the pipeline with ABM and demand gen, millions of dollars in revenue are stuck in the pipeline due to leakage and sales-cycle delays because they are not considering the content, messaging, and stories needed for the post-pipeline account experience. As you will read in this article, most content that is pushed out by sales and marketing teams in the mid-funnel and bottom-of-funnel is nothing more than camouflaged top-of-funnel content. Then we wonder why accounts go dark, buyers become indecisive, and deal momentum stalls after initial engagement with campaigns.

In this article, you will learn how a startup order management company displaced Oracle and other legacy supply chain technology platforms at companies such as GE Healthcare, Sony, and JELD-WEN. You will read how OpenWorks Facility Management took market share from their competitors and stopped MoM, QoQ, and YoY revenue misses. You’ll uncover how Digizuite increased their enterprise win rates by more than 200%, and how they displaced competitors like Bynder, Adobe, and Sitecore, and how DAT Freight and Analytics made their competitors irrelevant to win with 13 enterprises on Gartner’s top 25 supply chain list. Lastly, you’ll see how RGL Logistics protected and expanded its P&G account after being told that the business would most likely shift to a national competitor (Ryder).

In previous articles for this CMO series, we shared why it's important to rethink ABM and focus on optimizing the GTM across brand, demand, land, and expand motions. As we are finding that many GTM teams are losing deal momentum in the mid-funnel nurture and in the last mile, we share how marketing can have a greater influence over stage progression and enterprise win rates with their ABM programs. You'll learn from real stories and case studies on how GTM teams:

1. Created high-value deals with accounts that previously went dark after initial engagement with ABM campaigns.

2. Displaced competitors and embedded themselves across the enterprise organization.

3. Improved enterprise closed-win rates by more than 100%

Read this article to see how sales and marketing teams can accelerate ICP pipeline accounts to revenue at a higher deal size.

Through our polls on LinkedIn, we are finding that teams are seeing limited returns in terms of revenue from their ABM platforms and technologies. In this series, we’ll be sharing the gaps that are found in Demandbase, 6sense, Terminus by DemandScience, Madison Logic, Rollworks, PathFactory, Hushly, Mutiny, Tofu and many others. In this article (part 1), we speak to the “interpretation” gaps that are found across the different tech platforms. It’s this gap that’s keeping ABM from bridging the gap between the different GTM teams and buyers.

Read this article to see how the desire to scale and automate is actually widening the gap between companies and their future and existing customers.

Most CROs view ABM as a “specialized service” that marketing provides by focusing on targeting and messaging specific sets of accounts within the ICP, which sales and marketing align on. They think of it as a tiering and targeting strategy to fill the sales pipeline with more highly-qualified accounts showing intent. But ABM is more than just campaigns to a targeted list that sales and marketing align on. It’s not just about mapping out 100-200 target accounts using an ABM account selection system built around your company’s goals and warm CRM relationships. And it’s not just about cohorting the accounts by relationship type.

ABM should drive the business outcomes that CROs are looking for…increases in enterprise win rates, deal sizes, and ARR/GRR/NRR growth. It should protect the accounts that matter the most to the business and penetrate large enterprise accounts to create the greatest revenue streams possible YoY. In this article, you’ll see what CROs need to understand about ABM and how they should be the driver.

In part 1 of our CMO’s Guide to Mastering ABM series, we discussed how marketing doesn’t deserve a seat at the table by default and how marketing doesn’t have the respect of the CEO, CRO, and the C-suite by default, as marketing is not able to contribute more broadly than just branding, campaigns, and pipeline generation. Marketing isn’t developing strategies that directly align with the company’s financial objectives, they aren’t collaborating effectively with sales, customer success, product, and finance teams, and they aren’t driving a measurable impact on business revenue and margin growth. We discussed how CMOs need to rethink their marketing approach and, more specifically, to ABM.

In part 2, we’re sharing how CMOs can align their ABM programs with the CEO, CRO, CCO, CFO, CPO, and the COO.

ABM should have a compounding impact on revenue growth. But because of how CMOs think about ABM and position it with their teams, their CRO counterparts, sales, and the organization, they aren’t delivering a significant business impact beyond building the pipeline. Many CMOs are not earning the respect of CEOs, CROs, CFOs, Boards, and the organization as a whole – and they are seen as a service provider vs. a strategic partner in the business.

Read this article to see how CMOs need to rethink ABM and the compounding impact it should have.

The more we scale our content, the less value it becomes to the accounts we want to land and expand. Yet, most teams focus on 1: few and 1: many ABM content and ignore the value that 1:1 ABM content can deliver because it’s not scalable or they do not have the capacity for it. Within this article you’ll see how 1:1 ABM content helped Uniphore land a $500K deal with Bank of America that previously went dark after initially engaging with the company’s 1: few and 1: many content. You’ll read how it helped DAT Freight and Analytics and Digizuite displace competitors, RGL Logistics protect their P&G account, and Ascension Logistics drive greater margin growth with Sephora.

Our polls show that many GTM teams struggle to engage and move to revenue, supposedly in-market and 6sense-qualified opportunities. The challenges lie in how the platform defines your ICP. the reliability of their intent data, the lack of context behind the intent and limited change management and account-based enablement.

Within this article, we dig deeper into these challenges and provide 4 real supply chain tech examples that will support the need to rethink your thoughts on the platform and how you use it so you start winning with ABM.