S2E13: How to Leverage Unified Data for B2B Marketing Wins -- ft. Leanne Chescoe, Marketing Director at Demandbase

Main Insight:
Focusing your time and budget on the accounts that are most likely to buy, and aligning teams with a unified system, is essential to a successful account-based marketing (ABM) strategy.

Guest Bio:
Leanne Chescoe is a results-driven B2B marketer with 15 years of experience in SaaS, specializing in ABM strategies, lead generation, and channel partnerships. In 2018, she founded the Women in B2B Network, a thriving community of over 400 senior professional women, aimed at empowering members through connections, opportunities, and expertise.

Key Takeaways:

1. Adopt an Account-Based Approach: The most urgent strategy for B2B marketers today is focusing on the accounts that have the highest propensity to buy. This requires a clear understanding of target account lists and being able to identify in-market accounts based on intent data.
2. Understand the Customer Journey: Approximately 95% of the customer's time in the buyer's journey is spent without direct contact with a salesperson, much of which is anonymous. Gaining insights into what potential customers are researching—whether it’s your products or your competitors’—is critical.
3. Utilize Intent Data: Marketers must be proactive in identifying accounts that are showing interest in related products or competitors. Having real-time access to intent signals enables more precise targeting and personalization, which leads to better customer experiences.
4. Create a Unified System: It's vital to have a consolidated platform that integrates all your data—account-level, contact-level, and system-level—across marketing and sales. This ensures that both teams are aligned with a shared view of the customer journey, preventing go-to-market fragmentation.
5. Align Sales and Marketing: When marketing and sales teams share the same platform and data, they can work more effectively to prioritize accounts, track engagement across the buyer journey, and know the best time for sales to follow up. Sales readiness isn’t just about one download—it’s about consistent, meaningful engagement.
6. Measure Engagement: With a unified system, you can measure engagement across the entire buyer journey and adjust your messaging to fit where a prospect is in the funnel. This ensures that both marketing and sales are equipped with the right information to engage prospects effectively.

Leanne emphasizes the importance of making sure the right messaging is being delivered at every stage of the sales cycle and that sales follow-up occurs only when there is substantial engagement. By leveraging these strategies, B2B marketers can improve their ABM results and foster a more seamless sales process.

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Chapters

• 1:10 Introduction to Leanne
• 3:57 Insights on B2B Marketing Strategies
• 11:00 The Importance of Feedback Systems
• 12:24 Building an ABM Team
• 19:38 Steps to Align Sales and Marketing
• 25:09 Implementing Account Intelligence
• 26:52 Resources for ABM Success

Transcript

WEBVTT

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All right. Today, I am sitting down with Leanne.

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She is the Marketing Director at Demandbase. She's a proactive B2B marketer

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who has led both traditional and digital marketing campaigns.

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She is extremely effective in developing ABM strategies, lead generation channel

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partnerships, and other promotion strategies.

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And she has 15 years of B2B SaaS marketing experience. In 2018,

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she actually created the Women in B2B Network, which is a vibrant community

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for senior professional women to connect, contribute, and grow.

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The mission of the network is actually to create a platform that connects women

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to opportunities, networks, businesses, and expertise that empowers them.

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And her network actually has over 400 members today.

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So Leanne, I'm super excited to chat with you and get to know more about your background. ground.

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Yeah, so excited to be here. Thanks for having me, Kira.

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Absolutely. So tell me a little bit about how and why you got into your current

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role and how you got into like the Women in B2B Network because that sounds pretty cool.

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Yeah, so I've been a career-long marketer. I always want to say lifelong,

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but I obviously haven't been doing this since like career-long.

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So always been in marketing it was something that

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I did that was part of my university degree

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and I did marketing as part of that in my

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last year and thought oh I really should have done a marketing degree because

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this is something that really interests me so then after university

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I went on and did another degree in my marketing diploma

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and I just love the different like disciplines and having uh learning lots of

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different skill sets and really understanding just like all of the different

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kind of aspects of marketing and then over the last nine years I've really developed.

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My skills in the areas of account-based marketing as we're starting to really

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focus on those accounts that have the highest propensity to buy and really having

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this focus on a target account list as being just a smarter way to go to market.

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That's where I've really got into it. And then I found myself at Demandbase.

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I've been here seven years this year and I'm in a really unique position where

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I use our own technology to help with my own account-based strategy.

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So I'm getting to use the product on a daily basis and give feedback and some

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product suggestions in terms of where we want to develop it.

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I get really involved in the sales cycle, pre and post sales to help our customers

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really learn how to leverage our technology and really get to practice what

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we preach around account-based marketing as well.

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So yeah it's a really sort of unique position

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to be marketing to marketers hence why i've been

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here for so long that's fun

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that's fun and i would assume you know a ton about your audience like way before

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going into it so that's that's also pretty unique yeah it's great having those

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peer to peer conversations as well so you're adding value in that sales cycle

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as well but it's great just to chat to other colleagues and you're bringing

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that kind of extra value to the to the

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sales team throughout those sales cycles. So yeah, it's pretty unique.

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Okay, awesome. So what's the one thing or the one tip or one piece of advice

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you'd like to share with marketers, especially in the B2B SaaS space?

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Yeah, so I think, you know, I mentioned about having this account-based approach.

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And I think one of the most urgent strategies in B2B today is focusing your

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time and your budget on the accounts that are most likely to buy.

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And that's harder than ever. And I think just given the economic climate that

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we find ourselves in, people are taking longer to make decisions,

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particularly around new technologies that they're purchasing,

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or they're not making a decision. People are.

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Scared really there's that real sort of fear factor if if

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i'm making the wrong decision decision you know my job could be on the line

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here those that are in an active sales cycle a lot of that is actually done

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anonymously so something like 95 of the customer's time in the buyer journey

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is actually done without that sales rep so so much of it is done anonymously and outside of a,

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salesperson's view and sometimes a marketer's view to understand where are these

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companies is researching it.

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If they're not coming to our website, where else are they looking?

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So I think it's really key to be able to get that intent of what companies are

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searching for, particularly products that are related to what you sell,

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but also if they're researching your competitors,

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like companies should be having that insight because we just need to be so much

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more proactive with those people that are researching and being able to deliver

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that really good customer experience.

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And it also just helps us be super focused on, you know, the accounts that we

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need to prioritize and ones that are showing those in-market signals.

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And I think another kind of part to that is kind of having everything.

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Once you have sort of decided upon or agreed upon having this account-based approach,

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it's then having one system in place to be able to link all of your data,

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your account level data, your contact level data, all of your systems and channels

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and processes and aligning teams.

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Because another sort of key challenge is this go-to-market fragmentation where

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sales are using one system, marketing are using another to look at accounts,

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contacts, leads, and And there's not that kind of one shared view.

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So having that one shared view between those teams is just so key.

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So I was saying having something, a platform or something in place to be able

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to give you that one view is really key.

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And then being able to measure the engagement across the buyer journey.

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So you can see where an account or an individual is in your funnel at any given

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time so that you know as a marketer, I know exactly what kind of messaging that

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I need to deliver to these accounts at these various stages in the sales cycle,

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but also when that lead or account is then ready for sales follow-up.

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So then they also know when's the right time for me to follow up when there's

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a decent amount of engagement.

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It's not just one person downloading a white paper that wouldn't constitute

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something that's sales ready.

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And then they also know what to say when they're of doing that follow-up as well.

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Okay. Yeah, that is awesome. I like that that's a whole system that kind of

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takes you from, we need to do account-based marketing to like,

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how are we going to link this all together to like, how are we going to make

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this a systematic approach to actually making sure that we're following up with

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people at the right time because we have all the data in front of us and it's

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all combined in a shared view.

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So like, what were you guys doing before

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you you implemented like consolidated or

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overarching abm system and like how

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does that compare to what you guys are doing now yes i mean i'm in the unique

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position where i work for an abm technology company so we very much practice

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what we preach we we already have that agreement on we're going to use our own

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technology to help our own go-to-market strategy and really live and breathe

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with account-based marketing.

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We become experts and that helps solidify our position in the market as a thought

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leader and one of the best or the best technology provider in that space as well.

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Prior to demand-based, it was really, you know, a lot of these issues started

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because there wasn't that sales and marketing alignment and marketing were providing

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sales with bad fit leads.

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It was almost like that kind of baton pass of like, well, we've got the lead,

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here you go sales, marketing jobs done.

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And that's where we leave it. And that just doesn't happen anymore.

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Marketing are getting involved from that,

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you know, helping to kind of work those leads and scoring and keep that engagement

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from the time that that account or an individual becomes a lead through to them

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becoming closed one opportunity as well.

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I think other challenges that I've experienced is then when you don't align

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with sales on what a good lead looks like, and you're not working together to

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really understand and build what does your ideal customer profile look like.

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And that just results in, again, providing those bad fit leads.

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It's like kind of square peg in a round hole scenario where the result is it's

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a longer sales cycle because you're trying to close those bad fit accounts.

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You get lower average order values because the account isn't a good fit for you.

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It takes longer for you to be able to demonstrate and prove the value of the

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solution that you're trying to sell to that account.

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And then it impacts things like renewal rates because those accounts are a bad fit.

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And in that scenario, nobody has a great experience from a customer standpoint.

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If they're not a good fit for the business, they're just not going to have a

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great customer experience because the product's really not going to be sufficient

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for their needs, or they might not be quite ready for that product in terms

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of their market maturity.

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And for a lot of SaaS companies, well, for all SaaS companies,

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those renewal rates are so critical because they're measuring things like ARR,

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and that obviously helps things like funding and valuations and M&A opportunities.

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So it really has a huge knock-on effect throughout the funnel.

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So it's really important to be able to align on those, what does a good customer

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look like? Like, let's build our ideal customer profile together.

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And then we're passing leads to sales that they're actually able to close.

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I think the other key thing is having some sort of feedback system in place

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to say, if it is a bad lead, tell us and tell us why so that marketing can learn

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from that. And then they can work on improving the quality as well.

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Okay. I haven't heard of companies implementing a feedback system like that,

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but that sounds like such a good idea and something that a lot more people should be doing.

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Definitely. We have an amazing marketing operations team at Demandbase. We're really spoiled.

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And I always say they're the best in the business, but they

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introduced something thing that looks at mql

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eligible eligibility i always struggle to

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say that word and that's essentially gives the

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sdrs that follow up the leads for us they can

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say am i am i going to accept this and

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does it meet our idle customer profile then they they are able to give us feedback

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on why it's a bad fit so then we can make that improvement and that's like mandatory

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fields that we've built into our crm system to help with that feedback and that's

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something that we look at and we're actually gold on MQL acceptance rates.

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So it comes back to actually, once you do have these systems in place,

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it's being like accountable and standing by that to say,

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we're going to be gold on this and we're going to look at this and we want,

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you know, a certain percentage of all of the MQLs that come through to hit a

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certain acceptance rate.

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So that's as important as having that process in place as well.

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Okay. Yeah. I like setting that as kind of a metric upfront and then tracking

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that metric. That's really fun.

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And then another thing that you said is how important it is to link this data

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from different teams together and have like a shared dashboard or a shared view between teams.

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So do you have any like tips on setting that up?

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And like, well, first having this conversation with sales and aligning the ICP

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and then putting together this shared view.

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You like do you have any insight into like how to have those

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conversations or what would make like a really successful outcome yeah

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so this is where you build your abm team

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your abm leadership team and it needs to come from the top down so getting that

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organizational buy-in to say we're going to have this account-based approach

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to our go-to-market strategy we're really going to focus on getting the right

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accounts in our pipeline and trying to convert those into customers so So getting

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that agreement, firstly, is fundamental.

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And then secondly, it's that collaboration of that ABM leadership team.

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And that should be made up of sales, marketing, operations.

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Sometimes your finance team is also part of that as well, depending on the size

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of your organization, to really help you define and collaborate on what does

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that ideal customer profile look like.

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And you have all of that data that exists in your CRM system.

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So you look at your existing customer data to be like, what are our most successful customers?

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Where do we have customers with the highest renewal rates, the ones that spend

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the most money with us, and look for commonalities between those.

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So are we seeing patterns in industries that those accounts are in certain revenue

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sizes, geographies, perhaps it's some other technology solutions that they're

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using that are complementary to yours.

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All of those things, revenue ranges, employee sizes, that could be another thing that comes into it.

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And then also looking at applying that same model to accounts that are in your

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current pipeline so that you're making sure that you're always...

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Keeping that ICP relevant. And that ICP scoring is something that you should

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do every 12 months and then going back, reviewing that customer data.

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Reviewing your pipeline data to make sure that actually the industries that

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we're trying to sell into are still relevant.

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We're still closing business with them and you're getting agreement from teams as well.

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And it also can differ depending on the segment.

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So you might have a slightly different ICP criteria for your enterprise size

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accounts, for your mid-market size accounts.

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We have it differently for our EMEA accounts versus the ones that we sell into

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in the US. There's other criteria that we use.

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So you don't have to have one model for the whole company.

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You can adapt it to suit the key segments that you're selling into or the key

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markets that you're selling into.

00:15:10.519 --> 00:15:13.359
To okay awesome there is a lot to

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unpack there so can we

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get like more detailed with this

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like I want specifics like is somebody coming in with

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like a really detailed spreadsheet having like spent

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some hours combing through like all the companies databases

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and then bringing that into like I don't know like

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a one-hour conversation with the head of sales and

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head of marketing or like how is this conversation literally happening

00:15:38.399 --> 00:15:41.279
yeah so that's a that's um a good

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way of how it could be done definitely and that's how it looks

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at and how we sort of do that at demand bay so typically marketing operations

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or your sales operations team are pulling that data from your crm and then you're

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meeting with that abm leadership team to agree on what the icp criteria looks

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like so it's leaders across sales marketing and your operations team.

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To make sure that you have the right ICP for your key segments and key markets.

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And again, as I said, that's something that should be reviewed regularly.

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Every year and that will depend on that review time will depend on how long

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your sales cycles are if your sales cycles are like two years plus you're probably

00:16:23.771 --> 00:16:24.931
not going to review that data.

00:16:25.491 --> 00:16:29.871
Every year it might be slightly longer if they're sort of you know six to nine

00:16:29.871 --> 00:16:34.231
months you would probably do that you know annually for example but that's definitely

00:16:34.231 --> 00:16:37.871
something that you'd want to revisit towards the end of the year when you're

00:16:37.871 --> 00:16:40.331
in your planning cycle so like October October,

00:16:40.371 --> 00:16:42.651
early November timeframe,

00:16:42.831 --> 00:16:45.711
have that locked down for the year ahead.

00:16:46.011 --> 00:16:51.151
And so then you can start applying those account scoring models as those accounts

00:16:51.151 --> 00:16:54.091
are coming into your CRM or those ones that exist already.

00:16:54.511 --> 00:16:58.691
You've got that criteria in place. So we actually have it split out by industry.

00:16:58.931 --> 00:17:03.631
So each industry that we're targeting has a weighting criteria to it.

00:17:03.631 --> 00:17:08.411
We do the same across technologies, revenue ranges, employee sizes,

00:17:08.571 --> 00:17:13.171
even country for where we're targeting specific countries in EMEA will have

00:17:13.171 --> 00:17:16.631
certain countries that are a higher priority for us to target.

00:17:16.871 --> 00:17:19.831
So it can be as granular as you want.

00:17:19.911 --> 00:17:23.731
Depends on what's most important to you.

00:17:23.811 --> 00:17:29.211
So where you know those accounts that meet this criteria that make really good

00:17:29.211 --> 00:17:33.711
customers for us. So there's not a limit as to how much you can have in there.

00:17:33.791 --> 00:17:38.031
And then that scoring can be really helpful because when you come to your target

00:17:38.031 --> 00:17:42.691
account list selection, those accounts with the highest account scores should

00:17:42.691 --> 00:17:45.231
be considered to be a target account.

00:17:46.515 --> 00:17:52.975
Okay. So we're doing account scoring based on like what industry it's in and

00:17:52.975 --> 00:17:57.815
like how closely that kind of aligns with the, the ICP that you've created.

00:17:58.115 --> 00:18:05.495
Okay. And so do you have any tips on like how to set up that lead scoring system

00:18:05.495 --> 00:18:06.695
so that it's successful?

00:18:06.855 --> 00:18:12.435
Like, how do you know if you're doing too much lead scoring versus like not enough,

00:18:12.455 --> 00:18:15.375
or like you're paying too much attention to just like numbers and metrics

00:18:15.375 --> 00:18:18.215
versus like when it's actually

00:18:18.215 --> 00:18:22.035
going to like work and be useful for sales leaders

00:18:22.035 --> 00:18:24.655
in the sales team yeah and i think it is

00:18:24.655 --> 00:18:27.415
again it's getting that feedback from those leaders in

00:18:27.415 --> 00:18:30.355
your abm in your abm team so they can again

00:18:30.355 --> 00:18:33.195
solicit that feedback from the sales leaders

00:18:33.195 --> 00:18:35.995
and regional managed managers to see like what's most

00:18:35.995 --> 00:18:38.895
important to you and typically the sales

00:18:38.895 --> 00:18:41.815
salesperson would be it might be like four or five

00:18:41.815 --> 00:18:44.495
key data points where you're like

00:18:44.495 --> 00:18:47.375
this is a really good fit for us an industry would always be one

00:18:47.375 --> 00:18:50.255
of those revenue range employee size would be another

00:18:50.255 --> 00:18:53.515
as well company HQ would be another one so it's

00:18:53.515 --> 00:18:57.735
not you know lots and lots of different data points so I think getting that

00:18:57.735 --> 00:19:01.935
feedback and agreement on like these are all the ones that we're going to agree

00:19:01.935 --> 00:19:07.995
on and then there's CRM systems and marketing automation systems out there and

00:19:07.995 --> 00:19:11.635
tools like Demandbase that can help with that scoring piece as well.

00:19:12.755 --> 00:19:19.775
Okay, awesome. So if we had to like quickly summarize, like step by step this

00:19:19.775 --> 00:19:22.295
process from beginning to end

00:19:22.295 --> 00:19:27.135
of like, creating an account based marketing strategy that's successful,

00:19:27.295 --> 00:19:32.735
like step by step, what would you have someone do if they were setting this up for the first time?

00:19:33.426 --> 00:19:39.146
So I think the first bit would be, so that sales and marketing alignment piece is key.

00:19:39.426 --> 00:19:44.286
So I think that the three kind of core things around that is aligning on the

00:19:44.286 --> 00:19:49.986
data, sharing insights once you have all of these systems in place where you're

00:19:49.986 --> 00:19:53.866
able to get things like account intelligence, where they're showing intent and engagement,

00:19:54.166 --> 00:19:58.506
and then coordinating those account interactions between sales and marketing,

00:19:58.766 --> 00:20:02.106
and then some steps to help align teams on that.

00:20:02.106 --> 00:20:07.446
So firstly, starting with that collaboration on what your idle customer profile

00:20:07.446 --> 00:20:09.366
looks like and those account scoring models.

00:20:09.866 --> 00:20:13.906
Then agree on your go-to-market style as well.

00:20:14.086 --> 00:20:19.546
So are we going to have a one-to-one or one-to-many approach?

00:20:20.866 --> 00:20:25.026
And then I think the other key part is actually picking those target accounts.

00:20:25.506 --> 00:20:30.666
And it should be something that is marketing driven. So based on the scoring

00:20:30.666 --> 00:20:34.606
that we're getting from those accounts, we can make recommendations to say these

00:20:34.606 --> 00:20:36.466
should be considered for target account list.

00:20:36.566 --> 00:20:41.746
But ultimately, that account selection process to determine whether an account

00:20:41.746 --> 00:20:45.106
should be a target account or not should be owned by sales.

00:20:45.626 --> 00:20:50.206
And then within that, we give them the freedom to tier their target accounts.

00:20:50.206 --> 00:20:57.186
And that tiering is really key because then it helps us, the kind of next step to that is saying,

00:20:57.306 --> 00:21:01.546
okay, we're going to then define what we call entitlements for each of those

00:21:01.546 --> 00:21:05.306
account tiers that is going to help support that target account engagement.

00:21:05.686 --> 00:21:11.286
So those accounts at tier one should be those ones that have the highest potential value.

00:21:11.286 --> 00:21:16.446
Value so if it's an existing customer where there's you know big upsell or cross-sell

00:21:16.446 --> 00:21:20.146
opportunities of new products or selling into new business units for example

00:21:20.146 --> 00:21:26.286
or it could be the size of the account if it's in an enterprise segment and it has you know a,

00:21:26.917 --> 00:21:31.317
it's going to be spending a lot of money or the opportunity to be spending a

00:21:31.317 --> 00:21:34.717
lot of money with your company, they should be considered those tier one accounts.

00:21:35.357 --> 00:21:40.377
And then tier two, and just so just give you an idea of the numbers for our

00:21:40.377 --> 00:21:45.237
tiering, our sales reps have three accounts at tier one, 30 at tier two,

00:21:45.357 --> 00:21:50.177
and then the rest of their target accounts at tier three, which would be about 150 to 200.

00:21:50.657 --> 00:21:54.277
So we're not talking about thousands or hundreds and hundreds of accounts.

00:21:54.277 --> 00:21:56.277
It's quite a finite list.

00:21:56.877 --> 00:22:03.477
And then those entitlements are another great way of ensuring that sales and marketing are aligned.

00:22:03.797 --> 00:22:07.937
So the entitlements is almost like a contract between marketing and sales.

00:22:07.997 --> 00:22:11.457
So it's marketing saying to sales, for each of your account tiers,

00:22:11.637 --> 00:22:15.577
this is what we're going to deliver from a marketing program standpoint.

00:22:15.757 --> 00:22:18.417
This is how much we're going to spend on things like advertising,

00:22:18.917 --> 00:22:24.357
direct mail, executive events to try and help drive engagement with those target accounts.

00:22:24.637 --> 00:22:29.137
And that's all agreed upon at the end of the year for the next coming year.

00:22:29.237 --> 00:22:33.017
So the entitlements will change year on year as well.

00:22:33.477 --> 00:22:38.017
So that's really important. And it really helps them buy into this idea of having

00:22:38.017 --> 00:22:41.337
an account-based approach because these target accounts are getting more of

00:22:41.337 --> 00:22:42.817
a white glove treatment.

00:22:42.977 --> 00:22:47.417
A lot of the messaging and outreach that you're doing to these accounts is a

00:22:47.417 --> 00:22:50.877
lot more personalized to those accounts because you're able to get all of that

00:22:50.877 --> 00:22:55.997
insight into those accounts with regards to intent and engagement where they

00:22:55.997 --> 00:22:56.897
are on the buyer journey.

00:22:57.257 --> 00:23:01.837
And then that can reflect in the messaging that you're putting in front of those

00:23:01.837 --> 00:23:04.737
accounts, whether it's through a marketing campaign or through sales outreach.

00:23:05.457 --> 00:23:08.557
And then another part is actually sharing that account intelligence.

00:23:09.097 --> 00:23:13.137
So again, any intent that you're seeing for that account, that's a target account,

00:23:13.317 --> 00:23:17.837
that salesperson should have insight into that as well, making it as easy as

00:23:17.837 --> 00:23:20.257
possible. So So sending them a weekly...

00:23:20.904 --> 00:23:23.644
Digest of like these are your target accounts and these are the top

00:23:23.644 --> 00:23:26.684
things that they're showing intent for whether that's product intent

00:23:26.684 --> 00:23:29.644
or competitors whether that's their

00:23:29.644 --> 00:23:33.904
you know in gate that we're seeing high engagement or a high spike of visitors

00:23:33.904 --> 00:23:38.044
to our website from this particular target account this is great insight and

00:23:38.044 --> 00:23:42.904
that should be shared very regularly with with your sales team and when we have

00:23:42.904 --> 00:23:47.124
slack alerts set up for when a target account comes to our

00:23:47.164 --> 00:23:49.824
website so their account owner and the SDR owner will get

00:23:49.824 --> 00:23:52.704
an alert to let them know so they can be really like

00:23:52.704 --> 00:23:55.584
reactive and then the final part to

00:23:55.584 --> 00:23:58.604
it is meeting regularly to check in on what's happening

00:23:58.604 --> 00:24:01.624
and one of the forums that we have for this and

00:24:01.624 --> 00:24:07.584
I recommend this to anybody we call it an ABX stand-up so it's a monthly meeting

00:24:07.584 --> 00:24:13.164
between myself the sales rep and their SDR and we look at their target account

00:24:13.164 --> 00:24:14.844
list so some of it might be looking

00:24:14.844 --> 00:24:19.984
at where are all your current target account sitting in the funnel?

00:24:20.144 --> 00:24:23.644
Are there too many accounts at the top of funnel that have been stuck at a certain

00:24:23.644 --> 00:24:27.004
journey stage for X amount of time?

00:24:27.104 --> 00:24:31.164
How can we try and drive more engagement and get them moving to a forward journey stage?

00:24:31.704 --> 00:24:38.224
It could be accounts where they're already in pipeline and we want to do some

00:24:38.224 --> 00:24:39.604
more like personalized outreach.

00:24:39.744 --> 00:24:42.124
It's going to help like close a deal. We can look at that.

00:24:42.364 --> 00:24:46.724
It could be that we see accounts that are actually, you have a lot of accounts

00:24:46.724 --> 00:24:51.884
in one particular industry, let's run a really specific or run an industry-specific

00:24:51.884 --> 00:24:55.144
campaign into those accounts to help drive that engagement as well.

00:24:55.304 --> 00:25:01.024
So that is something that's been really successful, key to that sales and marketing alignment piece.

00:25:01.144 --> 00:25:05.924
And it really helps you act as one team and really be that partner to sales.

00:25:06.764 --> 00:25:09.364
So yeah, the ABM stand-ups is something that I would highly recommend.

00:25:10.200 --> 00:25:17.100
Okay. Awesome. I really, really love this system. It's so clear and dreamlined.

00:25:17.300 --> 00:25:22.080
So sales and marketing alignment and figuring out the ICP and account scoring

00:25:22.080 --> 00:25:26.440
and the go-to-market style, picking the target accounts,

00:25:26.740 --> 00:25:32.000
and then marketing figures out for each of the accounts how much money they're

00:25:32.000 --> 00:25:36.340
going to spend on things like advertising and what kind of messaging they're

00:25:36.340 --> 00:25:38.140
going to do to personalize to those accounts.

00:25:38.380 --> 00:25:42.880
And then you share the account intelligence to the salespeople through a weekly

00:25:42.880 --> 00:25:45.200
email or Slack alert or however you do it.

00:25:45.280 --> 00:25:51.640
And then you meet regularly through these ABX standups to figure out how each

00:25:51.640 --> 00:25:57.900
SDR can drive more or how you can help each SDR drive more engagement for their account,

00:25:58.020 --> 00:26:00.420
how you can help them create a better outreach plan,

00:26:00.640 --> 00:26:02.820
get some deals unstuck, whatever it is.

00:26:03.040 --> 00:26:07.920
Yeah. And it's also, it's all about the accounts to prioritize as well so where

00:26:07.920 --> 00:26:10.260
they're seeing the ones that have that highest engagement.

00:26:11.500 --> 00:26:14.380
Another digest we call it a weekly digest would be

00:26:14.380 --> 00:26:17.760
these are the accounts to focus on this this week so

00:26:17.760 --> 00:26:21.640
the sdrs have this kind of like um order of operations to be like okay this

00:26:21.640 --> 00:26:25.200
week i'm going to focus on these accounts that are showing high intent for our

00:26:25.200 --> 00:26:29.280
competitors for example like that could be really low hanging fruit because

00:26:29.280 --> 00:26:33.760
that would indicate somebody's in a researching researching and is in a kind

00:26:33.760 --> 00:26:35.660
of evaluation stage potentially.

00:26:35.900 --> 00:26:39.080
So you would want to start, you know, engaging with that account ASAP.

00:26:39.580 --> 00:26:44.700
So yeah, a huge part of it is about helping them prioritize what accounts to go after.

00:26:44.800 --> 00:26:48.980
So having that account intelligence that gives them all of that insight and

00:26:48.980 --> 00:26:52.960
it just helps focus their efforts for that upcoming week.

00:26:53.460 --> 00:26:57.280
Okay. Awesome. Well, I really, really appreciate this conversation,

00:26:57.480 --> 00:27:02.060
Leanne. And as we're wrapping the conversation up, do you have anything you'd

00:27:02.060 --> 00:27:06.680
like to share or promote with regards to your company or any projects that you're working on?

00:27:07.000 --> 00:27:12.100
So I think anybody that's out there considering an account-based approach looking

00:27:12.100 --> 00:27:15.240
or just looking like where to get started,

00:27:15.700 --> 00:27:24.060
demandbase.com has a whole host of resources for all different kinds of ABM maturity levels.

00:27:24.060 --> 00:27:27.280
One particular asset that's great

00:27:27.280 --> 00:27:29.960
is something called unspam your brand and it's this

00:27:29.960 --> 00:27:33.980
definitive guide to account-based marketing

00:27:33.980 --> 00:27:37.180
that's been written by our cmo john

00:27:37.180 --> 00:27:43.100
miller who is he's co-founder and cmo of marketo and engageo as well so he has

00:27:43.100 --> 00:27:48.060
a whole host of experience so that's a really comprehensive asset to to look

00:27:48.060 --> 00:27:51.700
at and then we also have a certification program so anybody Anybody that's looking

00:27:51.700 --> 00:27:55.460
to really get the basic understanding of an ABM strategy.

00:27:55.980 --> 00:28:00.700
We have foundation level right up to expert as well. That's available on our

00:28:00.700 --> 00:28:03.080
website. So go check both of those things out.

00:28:03.600 --> 00:28:05.460
Okay, awesome. Thank you so

00:28:05.460 --> 00:28:08.940
much for the conversation. I really appreciate it. Thanks for having me.