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.
Here are some of the key points from this RevOps discussion:
- As RevOps should be touching sales, marketing, and customer success and supporting those areas through better processes and tooling, they have a fundamental role in enabling the customer flywheel or complete customer lifecycle. RevOps are the ones that should have the complete picture and see where teams are winning and where they are losing. They can see if teams are selling and marketing wide enough and if the GTM teams are getting to power. They can see where the dropoff (accounts going dark) is happening and where the revenue leaks are occurring.
- As ABM should not be about getting accounts to the pipeline as it should be about getting accounts to the greatest revenue growth, RevOps should identify where and why the GTM teams need ABM before anything else happens. We need to uncover where the sales, marketing, and customer success gaps exist that will keep the GTM teams from achieving the revenue goals that leadership set. This means that we need to go beyond focusing on activity reporting and increasing efficiency. We need to look for why teams are not being effective with the time they are spending on winning, protecting, and expanding key accounts. We need to look at activity outcomes and see what’s happening.
- While many organizations have evolved their approach to defining their ICP, their approaches are still immature as teams are still not focusing on the attributes and characteristics that matter. They are not drilling deep down deep enough to uncover the segments and accounts that can provide the greatest revenue growth — and be the most likely to move forward with your solution and grow with you.
- During ABM execution, RevOps is the guiding light as they should focus the team on revenue KPIs in order to achieve revenue goals. It should no longer be about MQLs and MQAs, It shouldn’t just be about the pipeline – everyone talks about their pipeline numbers, and there’s a huge discrepancy between pipeline numbers and actual closed revenue. It should be about ARR, GRR, and NRR. It should be about driving more profitable growth. RevOps should be helping sales, marketing, and customer teams take a portfolio management approach. Below you will find a podcast with Jeff Pedowitz (CEO of the Pedowitz Group) where we talk about taking a portfolio management approach.