Learn from Jenna Chambers of Terminus on how to enable your sales team to activate your ABM strategy. Discover the role of sales, understanding data, and achieving sales & marketing alignment.
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Hey folks, welcome to today's webinar, powered by TAC and Club PF with Terminus
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My name is Mark Hillens.
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My very special guest today is Jenna Chambers.
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Jenna, what's going on?
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Yeah, I'm good.
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I'm excited.
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How are you?
0:19
I'm good.
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I'm good.
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How long have you been with Terminus?
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Just over two years.
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So in some ways it feels like five minutes, in some ways it feels like five
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years.
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Is in that kind of weird, working from home stage where time doesn't move in a
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normal way
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anymore.
0:32
Exactly.
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Yeah, no, I hear that.
0:34
I hear that.
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If you folks have any questions, one of the letters know where you're listening
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in from,
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throw it up in the chat.
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You should have access to the chat.
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If you don't, I can enable it in case for some reason the chat isn't enabled.
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Let us know in the Q&A.
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So you can use the Q&A in the chat.
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If you're listening to this on demand, thank you so much.
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Jenna, you've been with Terminus for two years.
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But you have a lot of experience in B2B Tech.
1:00
You've done many different things over the years.
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We're going to unpack one of your favorite topics today, which is how to make
1:09
sure your
1:10
sales team is truly a partner with you when it comes to your account-based
1:15
marketing.
1:16
It is a topic that is very, very close to my heart.
1:20
As a career marketer who's recently gone to the dark side of sales, this has
1:24
been a hot
1:24
topic for me from the marketing side and now I see it from the sales side.
1:28
It's actually a different perspective.
1:30
So it's nice to be able to bring the two together.
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I love it.
1:33
I love it.
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And the key to all of this, when you think about your ABM is the who.
1:40
Like who are you trying to ultimately become a customer with the help of your
1:45
sales team,
1:46
right?
1:47
So we're going to dive into this right now.
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Jenna, do you want to do any more of an introduction before we dive into today
1:54
's talk
1:54
and points down?
1:55
Do you want to tee anything else up for people?
1:57
No, I think it's just, you know, so I came up through, I would say, generalist
2:03
marketing,
2:04
kind of all aspects from branding to PBC to demand gen, etc, etc.
2:10
And I was in-house in a company when we were doing more traditional sort of
2:14
lead-in-demand
2:15
generation and we decided to make the move to, I'm going to age myself here,
2:19
but we called
2:20
it strategic key account pursuits as opposed to ABM because it was slightly
2:23
before that
2:24
was a thing.
2:25
And we had to figure it all out on our own.
2:27
We didn't realize that there were a bunch of resources out there.
2:31
We didn't realize that they were trying to test methods.
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And so we went through that move on our own.
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And that probably took us about a year, 18 months to do.
2:40
And it was a lot of lessons learned, which hopefully are helpful for you guys.
2:43
Painful for us at the time.
2:44
A bit helpful to be able to kind of path on.
2:47
And then since then I ended up agency side.
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So I was doing like go-to-market strategies for clients, a lot of those were AB
2:54
M.
2:55
And those are some of the examples that I'll touch on today.
2:57
And then I've now ended up vendor side in a partner role, which is most
3:01
recently ended
3:02
up moving into heading up the sales team as well because we were just getting
3:06
so focused
3:07
on how best to run a partner deal that it became clear it wasn't that much
3:10
difference
3:11
for a direct deal.
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And so now the whole new business team, the revenue team sits under me.
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Fantastic.
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Let's actually get into those conversation points today then.
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Let's go right into it.
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And those three conversation points are going to be about getting sales to
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truly bind to
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your ABM, how sales and marketing can actually work together and what sales
3:33
needs to know
3:34
to excel at this account based marketing motion.
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And again, I would love to know people's take on what ABM is.
3:42
There's so much debate about this, Jenna, out on the internet, right?
3:46
Oh, yeah.
3:47
I've not heard any of that.
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I don't know what you're talking about here.
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Yeah, there's so much debate.
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But yeah, let's unpack each of these.
3:56
So I'll let you run through the first one.
3:58
And folks, again, we're going to make this a conversation, ask questions, give
4:03
us your
4:03
opinions.
4:06
My high level opinion on ABM, Jenna, it's part of your go-to-market strategy.
4:12
It isn't like a go-to-market strategy on its own.
4:14
It's a way to really understand how to go after that ICP and make sure that you
4:21
're doing
4:21
it in a unified way.
4:25
But at the end of the day, ABM wasn't anything that's remarkably new because
4:29
sales has been
4:30
doing ABM for a long, long, long time.
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It's like marketing is now caught up thanks to terminus creating the category.
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That's my general thing.
4:40
Well, it's really interesting.
4:42
So just before we dive into that first point, I was having a conversation this
4:45
week at the
4:46
Gartner conference with a massive blue chip organization.
4:50
It was their global marketing team.
4:53
And they were asking me, is it normal for salespeople to lead evaluation of a
4:59
tool like
4:59
terminus?
5:00
And I was like, no, it's not normal.
5:03
They're in the conversation, but normally marketing leads the conversation and
5:06
they bring
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sales in.
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And they were saying that they feel like they're behind the ball because in
5:11
their company is
5:12
sales that's pushing for ABM and it's marketing that's kind of going, oh, I'm
5:15
not entirely
5:16
sure what this is.
5:17
And they're kind of in the research phase, which is one of the first times I've
5:19
ever
5:20
heard that that's a thing.
5:21
So maybe this transition is already starting to happen out in markets.
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This is maybe a very timely conversation that we're having just now.
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One can hope.
5:29
So let's dive into the first topic, pull up the slide again so you guys can
5:32
take a look
5:33
and follow along.
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Let's go right into it, Jenna.
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What do you think?
5:37
Perfect.
5:38
All right.
5:39
So trying to weave a bit of an analogy through this, which is that, you know,
5:44
before, so
5:45
today's session is all about how do you enable sales for ABM?
5:48
And there's two things that you need to do before you can even start to enable
5:52
sales.
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This is the first one.
5:53
The first one is all about making sure that you've got sales buy-in.
5:57
You know, thinking about the analogy of skiing, it's, you know, you're not
6:01
going to go book
6:02
a ski holiday or you're not going to even think about going skiing or getting
6:05
on that
6:05
plane until you've gone to buy your ski gear.
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Like it is step one of what you need to do.
6:09
And this is exactly the same for sales and marketing alignment.
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So if you can pop onto the next slide, Mark, it's just a fact.
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I think we're all aware of it that people hate change.
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Like they just hate change, even if it's going to be good for them in the long
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term.
6:26
There's something very, very confident about the status quo that kind of phrase
6:30
of better
6:31
the devil, you know.
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But I think we all know that if you're going to launch ABM, it is almost
6:37
impossible that
6:38
you're going to get sales, all the sales team on board almost overnight.
6:42
That's just not going to happen.
6:43
You can put the best plans in place.
6:45
You can have the best strategy in the world, but that is not necessarily going
6:48
to happen
6:48
because there is an internal like culture shift that needs to happen.
6:53
So you've got some choices about what you can do here.
6:56
You can be bullish and just mandate that they get with the program or get out.
7:00
I mean, that is always going to feel like something that is being done to them
7:05
rather
7:05
than done for them.
7:06
And you're going to have some sort of coup on your hands.
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It might be a silent coup.
7:10
People might not kind of chat back about it.
7:13
You might not hear too much about it, but they will just polish off their
7:16
resume or their
7:17
CV and they will just go job searching it and you will just have an exit.
7:20
And it's just not the way to do it.
7:22
So in terms of how you can go about this in a way that's maybe a bit more
7:27
helpful for
7:28
the sales team, there are three methods that I've seen work.
7:33
And then I'll talk about the one that's my personal favourite, which is dead
7:36
give way
7:36
as the blue harp beside it.
7:38
So let me talk about the other two first.
7:40
The first one is you can do this by you can change the comp plans.
7:45
So it's, you know, if you make ABM a profitable way for the sales team to do
7:50
business, you
7:51
know, there's a lot of culture change that can come from comp plans.
7:54
That's kind of the whole point of them is that they almost are used to drive
7:58
behaviours.
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So maybe ABM accounts come with higher commission tiers.
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When they close, you know, maybe there are kickers, target accounts get to
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certain stages
8:09
of the funnel.
8:10
There are different ways that you can start to incentivise sales to move that
8:13
way that
8:13
doesn't just wait until the revenue hits the bank because if you only incentiv
8:18
ise through
8:19
comp plans through a revenue target, then, you know, sales people will go to
8:24
the path
8:24
of least resistance to get to the most money.
8:27
And that's good.
8:28
That's what we want them to do.
8:29
That's why they add revenue to our bottom line.
8:32
But if it's just as profitable for them to keep doing what they've done before,
8:36
but
8:36
just do it faster versus do it with ABM, they're going to do what they've done
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before.
8:40
So you need to start to introduce incentivisations like through the process and
8:45
ways of working,
8:46
not just the net outcome results.
8:47
So that's one option.
8:48
Okay.
8:49
That makes sense.
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And you know, I just had a quick thought on that.
8:53
Like I've never really, as a marketer, were to think, of course, like, what are
8:58
the people
8:58
motivated by especially in sales?
9:00
Money.
9:01
Why don't you align that incentive kind of out of the gate?
9:04
That's like, that's a brilliant, it's obvious, somewhat obvious, but it is an
9:09
obvious, like
9:10
insight almost, Jenna.
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Well, and honestly, it was a bit of an eye opener for me as well, like as a
9:15
career marketer.
9:17
Like we're not as driven by conplans.
9:20
That's not really how we operate.
9:21
So we've just sat down and redone my team's conplans and step one was, okay,
9:26
how do we
9:27
want them to work?
9:28
How do we want them to get after this revenue?
9:30
Not just what's the revenue number, but the how.
9:33
And then we built the conplans against that.
9:35
And, you know, I was guided by our CRO who's been doing this for a long time.
9:39
And I was the same as you.
9:40
I was just like, I've not thought about it this way before, but this just makes
9:42
so much
9:43
sense.
9:44
It does.
9:45
It does.
9:46
And then if we take a look at it is layout the future utopia.
9:50
Yeah.
9:51
So this is like, you know, you can just like appeal to their innate sense of
9:55
what good might
9:56
look like in the future.
9:57
You know, you can go on a bit of an internal education mission, like explain
10:01
the expected
10:02
impact that the ABM program is going to have on ECV and time to close and
10:07
basically get
10:08
them excited about what work in an ABM motion is going to be like for them, as
10:14
opposed to
10:15
what it's going to be like today.
10:18
And basically you just, you just create sheer excitement and will and you do
10:21
loads of enable
10:22
men and you just hope that you've done such a good job of basically selling ABM
10:26
to sales
10:27
people that they've just adopted.
10:31
You can immediately think of all of the, all of the ways that that can go wrong
10:34
And it's one of the reasons that I don't tend to do that often.
10:36
I have seen it done, but I've only really seen it work where you have sales
10:42
people who have
10:43
done ABM in the past, selling it to their peers, which kind of leads me on to
10:48
the third point
10:49
here, which is what I do, which is about finding one or two innovators.
10:54
So you know, you've got that typical bell curve of change.
10:57
You find your early few innovators, then you get your early adopters and then
11:00
you get the
11:00
early majority.
11:02
So your innovators are those sales folks who are, they're open to new ways of
11:07
working.
11:08
So maybe they've done ABM in a previous organization, maybe their personality
11:13
is just like, what
11:14
do I do next?
11:15
Like, why can I do better and how can I do more?
11:20
But you know, for the marketing side of the house, it is easier to get one or
11:24
two folks
11:25
on boarded and fully enabled than it is an entire sales force.
11:29
But then you end up, you know, if you do this well and those early innovators
11:33
see more
11:34
success, you're going to have people knocking down your door, asking why they
11:37
're not part
11:38
of the program and you've managed to kind of affect that change.
11:41
So a bit of a story of how I've done this before.
11:44
So when I was agency side, we had a customer who wanted to move to ABM and it
11:48
was the marketing
11:48
team who wanted to make that move.
11:51
Sales did not.
11:52
It was a sales team about 60 people and we were just like, this is just going
11:55
to be impossible.
11:56
So we need to find an early innovator.
11:59
So we went actually for the most difficult person.
12:01
We found a guy who had retired three times because he was that age.
12:05
He just loves sales so much.
12:06
He just kept coming back to various jobs.
12:09
And we thought, you know, if we can get him on board, we can get anyone on
12:11
board.
12:12
So we kind of set our sights on him as like the pin to topple first.
12:17
And so we did, you know, the full enablement around him.
12:22
We did a discovery session with him on his sales process to just basically
12:26
figure out
12:26
kind of where the gaps were, where the sticking points were.
12:29
And then our entire mission for him was how can we have ABM help you overcome
12:33
the sticking
12:34
points that you're already experiencing.
12:35
So don't try and implicate pain that's not there.
12:38
Figure out what pain is already there and show him how ABM is going to help him
12:42
solve
12:42
for that.
12:43
So for him, he was not getting into deals early enough, like the type of sale
12:47
that he
12:47
was selling into was like, if you are the incumbent, you're basically locked in
12:51
there
12:52
for 10 years.
12:53
And he was not able to sort of get ahead of those sales cycles.
12:56
So the focus for the ABM program for him was focusing on accounts that we knew
13:01
were likely
13:02
to have projects coming up and that he started to engage with them before there
13:06
was an open
13:07
opportunity before there was a sales cycle.
13:09
So he was able to build relationship, become a trusted advisor.
13:13
So I'll tell you a bit more about that story when we go on to talking about the
13:17
account
13:17
plans, which we'll get to later.
13:19
But I could never have been as persuasive as a 60 something year old sales guy
13:25
who everybody
13:26
assumed was stuck in his ways who wouldn't want to do it, go in round all of
13:30
his fears
13:30
and telling them that we'd saved him a year's worth of work on his target
13:34
accounts.
13:35
And that we managed to land him meetings with 80% of his target accounts within
13:38
the first
13:39
six months, like those floodgates just opened.
13:41
And I think by finding your early innovators, like your aim is about creating
13:45
fear of missing
13:46
out.
13:47
And you basically become a magnet for the sales team as opposed to you trying
13:50
to persuade
13:50
them they're coming to you asking for it.
13:52
And that's when you've kind of cracked that internal buy in.
13:56
I love it.
13:57
It reminds me of crossing the chasm, Jeffrey Moore, right?
13:59
You have innovators, early adopters, and then it's like, people need this and
14:02
want this,
14:03
right?
14:04
So it's like, once you do that, everyone in the sales seems like, I need this
14:07
and I want
14:07
this so I can hit my quota, right?
14:09
But like you have to kind of have those, they call it in the book, the
14:13
lighthouse customers,
14:14
the lighthouse logos.
14:16
You need your like lighthouse salespeople almost.
14:18
Yes, yes.
14:19
That is exactly the book that this idea came from.
14:21
That's exactly what that was.
14:22
No, great.
14:23
I love it.
14:24
And actually this slide, let me pull up one more time before we transition to
14:26
the next
14:27
topic for today's conversation.
14:29
This slide is something that I really would recommend like folks use.
14:34
Like you could just take this from Jenna.
14:36
You'll get the slides and recording after this.
14:38
Like, hey, here are three ways we can start making change right now.
14:41
The first one I get, I think is really smart, but not too obvious, but when you
14:45
hear it,
14:45
it's obvious.
14:46
Laying with the future sure, I think that's what a lot of people I think try to
14:49
do.
14:50
This third one is like, I agree, like the thing that's going to really help you
14:54
change
14:54
behavior, salespeople listen and respect other salespeople.
14:57
No offense marketers.
14:58
Look, I'm a marketer.
14:59
Do salespeople really respect me as much?
15:01
Like, no, like the answer is no.
15:05
So yeah, I think getting your buy in from your sales champions around this is
15:10
so, so,
15:11
so important.
15:12
Now, let's talk about this now, Jenna, defining the new ways of working.
15:17
Look, I love snowboarding.
15:18
I ski a bit, but I like snowboarding more.
15:20
And I love again this kind of metaphor and algae you have set up here.
15:25
You know, you're not going to go block diamond right away.
15:28
It's like, and I think it's better than, by the way, the crawl, walk, run stuff
15:31
that
15:32
we always hear.
15:33
I like this one a lot better.
15:34
But yeah, why don't you start unpacking this for us because this starts to get
15:37
into like
15:37
yeah, the charter and the guiding principles.
15:40
Well, I mean, I'll let you in a little secret that this analogy has become a
15:45
bit of a standing
15:46
joke internally because I'm Scottish and I can't ski to save myself.
15:50
And I was telling the team the other day about my one disastrous attempt at
15:53
skiing where I
15:54
did not do these steps.
15:56
I basically decided like I'm from Scotland, I'm going to be innately good at
15:59
this.
16:00
And I just tried to ski and fail horribly and almost killed myself.
16:03
So this is like a constant reminder to self as well.
16:07
Like, buy the right gear.
16:09
This next step.
16:10
So, you know, buy the right gear is getting your sales buy in.
16:12
This next step is basically go to the nursery slope, like get taught how to ski
16:17
before you
16:18
hit a slope and that is about defining these new ways of working.
16:22
So you cannot just have sales and marketing in their own silos, buy into ABM
16:26
and then just
16:27
turn on ABM overnight.
16:29
You now need to talk about how that's going to change how you're going to work
16:32
together.
16:32
So on the next slide, I'm going to flag specifically what we need to talk to
16:39
the sales org about.
16:41
Because again, like you always hear sales marketing alignment and you need to
16:45
work differently
16:46
with ABM and then everything that comes after that are bullets about what
16:49
marketing needs
16:50
to do.
16:51
What about sales?
16:52
Why?
16:53
Why do they need to care?
16:54
What do they need to change?
16:56
So I think the first thing to talk about is the sales cycle.
16:59
So ABM is effectively flipping a sales cycle in its head a lot of the time.
17:05
So quite often you're engaging target counts and conversations with you.
17:09
Some cases it's before they even know that they have a need.
17:12
So if you think back to that guy that I was talking about earlier, if they sold
17:18
financial
17:19
institutions and they were looking for cabling for their data centers, if they
17:25
started to
17:25
build or maybe put their plans together to build a new facility, by that point
17:31
they have
17:32
already thought about who they're going to go to for RFP, probably the people
17:35
they went
17:36
to last time in the built a new bank or a new trading floor.
17:40
So what we needed to do was get him way ahead of that.
17:42
So he needed to start to get in and influence those accounts and become known
17:45
so that the
17:46
next time they're even thinking about an RFP, he was already in their mind.
17:50
And so that's what I mean about flipping that sales cycle is partly about
17:55
making sure that
17:55
you have got relationships established for when a commercial need occurs.
18:01
So a really good thing that you can do here as a sales team together is sit
18:06
down maybe
18:07
with leadership, maybe with marketing in the room and also map what you think
18:11
maybe some
18:11
expected sales cycles might look like with this new way of working.
18:15
Don't let somebody else tell you what your sales cycle needs to be.
18:18
Takes some ownership of it.
18:20
Okay, if I don't have somebody coming inbound asking for a demo, what would I
18:24
do differently
18:25
and how would I engage with them?
18:27
And I say some examples sales cycles because by the inherent nature of ABM they
18:31
will be
18:32
different.
18:33
So mapping out what you think some high level paths and trajectories might look
18:38
like.
18:39
That is where you can then sit down with marketing and say okay, traditionally
18:42
this is our sales
18:43
cycle and how we work together.
18:45
We think that we might have these three different scenarios now when we do ABM.
18:49
So do we have the right content?
18:52
Are you able to help us with any of those stages and basically together figure
18:55
out how
18:55
you're going to work together against this new process in the sales cycle?
19:00
I love this because I'm a huge advocate and believer in creating customer
19:03
journeys,
19:04
using customer engagement data points.
19:06
Once someone becomes a customer.
19:08
In this case, marketing is always trying to create the best customer journey,
19:12
right?
19:13
Like from the top to the bottom of the funnel.
19:15
But in this example, it's not just like the marketing journey.
19:20
It's like no, like here's like the way in which we think we're going to have to
19:24
actually
19:25
engage with people to get them into a conversation that has a chance of closing
19:30
, which selfishly
19:31
sounds very much more people first approach than just saying, hey, the brand is
19:37
going
19:37
to do all these activations and activities to hopefully get someone who's in
19:40
market
19:41
to raise their hand and do it.
19:43
You're taking the customer journey idea, applying it to the sales lands and
19:46
doing it
19:47
upfront and thinking about what the customer journey could look like before it
19:52
even happens.
19:53
Exactly.
19:54
I think about ABM as like way more hand to hand combat.
19:58
It is very kind of like person intensive, especially if you're doing one to one
20:03
If you go to more of a one to many model, it can definitely be a bit more
20:06
marked in light.
20:07
I think one to many ABM and demand gen have become so blurred and blended.
20:13
I'm not even really sure that there's a massive difference these days.
20:16
How sales teams are going to act in a one to many scenarios?
20:19
Probably not too different from what they're doing today.
20:21
But this one to one can be very highly targeted or want to feel like this is
20:25
where this kicks
20:26
in.
20:27
I love it.
20:28
I'll pull the slide back up and we can go into the next one then, which is...
20:33
From Role.
20:35
The metrics that matter.
20:36
Yes.
20:37
Again, if we think about the traditional ways of working between sales and
20:43
marketing in
20:44
a nutshell, it was marketing's job to bring sales leads and it was sales's job
20:48
to close
20:49
them.
20:50
That's all going to go out the window.
20:51
That is not how this is going to work anymore.
20:53
First of all, your ABM leads or qualified opportunities or whatever you decide
20:59
to turn
20:59
that phrase, they are going to be a mixture of inbound and outbound.
21:04
Some of them will come to you through your marketing efforts.
21:07
Some of them you're going to have to go pick up the phone or message on
21:10
LinkedIn or whatever
21:11
it is yourself.
21:13
We cannot start to measure what marketing's given sales and then how it's
21:16
moving through
21:17
the funnel in ABM.
21:19
It's going to be more about...
21:21
Yes, obviously it's going to be a bit revenue.
21:23
Are you generating more and are you doing that faster?
21:26
Do you have more in the pipeline?
21:30
That's a lagging indicator.
21:32
How do you know earlier what's working, what's not working?
21:35
Those leading indicators are going to be things like number of touches with
21:39
your target counts.
21:40
How many engaged stakeholders you have from each of those accounts?
21:43
What's the speed of the sales cycle?
21:45
What is the ACV of that sales cycle?
21:49
Understanding from a sales perspective, especially if you've tied the comp
21:52
plans to this as well,
21:53
you're basically solidifying these new metrics in.
21:59
It's just about understanding what you're going to be measured on, not just as
22:03
a sales
22:03
team, but as an ABM team, because marketing is going to be measured on the same
22:07
things
22:07
as you are.
22:08
Whereas I think sometimes sales and marketing alignment has gone wrong over the
22:12
years, is
22:12
that you're measured on different things.
22:14
It's very hard to become aligned when the CEO is going to waggle his finger or
22:18
her finger
22:18
or her to you or you over different things.
22:21
If you're both responsible for the same set of metrics, it does become a lot
22:24
easier to
22:25
lean around it and become, "No, it's no longer what are you going to do about
22:28
this.
22:28
It's what are we going to do about this?"
22:32
That's the third piece.
22:36
The other piece is basically talking about where the lines are going to be
22:40
between sales
22:41
and marketing, because in all honesty, I think it can become a bit blurry with
22:46
ABM.
22:46
In my experience, sometimes marketing can be reduced to a support function of
22:51
sales,
22:52
or they can go the opposite way and they can get so far into the sales cycle
22:56
that they
22:56
end up doing the job of sales and that experience, that intrinsic experience of
23:01
selling that
23:02
sellers have gets lost for the process.
23:06
I think one of the best things that you can do is then define basically a roles
23:09
and responsibilities
23:10
model very early that sales and marketing both buy into.
23:14
You can capture that in a RACI model if you want, but you just need to make
23:18
sure that
23:19
it's neither side telling the other.
23:20
It's both of you in agreement about how you're going to work together.
23:24
A really good example of this is when I was in-house when I was a morkter.
23:29
This is when we made this move from lead gen to ABM.
23:32
You'll have to excuse me.
23:33
I've got the worst air condition in this room and I've got a very dry throat.
23:37
No, no, no, take your time.
23:38
Yeah, it's a hotel room.
23:40
It's not the best air quality usually in hotels.
23:45
Yeah.
23:46
I was going for the back of my throat.
23:50
So I was on the marketing side.
23:51
My sales counterpart and I sat down and drew clear lines about who was going to
23:58
do in pursuit
23:59
of those accounts that we decided to target together.
24:02
My role was intel and messaging and his role was relationships and basically
24:07
finding the
24:08
commercial in with the accounts.
24:11
So with this approach, we met weekly.
24:13
We shared stories.
24:15
We shared updates, what we'd learned that week.
24:17
And then what was crucial was it wasn't just, hey, here's what I learned.
24:21
Here's what I learned by C next week.
24:23
We would always end that weekly meeting with, okay, how is that going to change
24:26
what we
24:26
do next week?
24:27
Are we going to have to change the messaging?
24:28
Are we going to have to reposition what we think the next meeting is going to
24:32
be like,
24:33
oh, are we going to reach out to this person, to this person?
24:35
Or are we going to call them rather than LinkedIn or whatever it's going to be?
24:39
It was always making sure that we were learning something from each week's
24:42
engagement as opposed
24:43
to just adding another data point to the existing plan and ignoring what we
24:47
needed to change
24:48
in the plan.
24:50
So it really worked for us.
24:52
So we spotted on a press release that Norway's biggest oil and gas producer was
24:56
going to be
24:57
moving for the first time to Scotland.
24:59
They were going to open a HQ in Scotland, which is where we worked.
25:02
And we are, ICP, were oil and gas companies.
25:07
So we put together a whole plan to promote ourselves.
25:10
It was very much about, hey, we are the company, the oil and gas producers
25:15
trust.
25:16
So it was very much like social proofing that all campaign became about their
25:20
peers who
25:21
are already here talking about how much they trusted us and how great we were.
25:24
And that was the entire thing.
25:26
And that was everything from every person who reached out to them and LinkedIn.
25:30
We had a whole team of people reach out and welcome them to the region and
25:32
invite them
25:33
to lunch, tell them good places to go about food.
25:36
It was nothing to do with our tool.
25:37
It was all about establishing relationships.
25:40
All of the ads that we hit them with were all about just basically trust in the
25:45
fact
25:45
that we were very experienced and that 80% of their peers worked with us, et c
25:49
etera,
25:50
et cetera.
25:51
We then paid top dollar for PPC for the messages that we were hitting them with
25:55
in the ads.
25:56
And it worked.
25:57
And we were ready to launch the RFPs.
26:01
We were already connected with a bunch of them.
26:03
We were already multiple people in multiple conversations.
26:06
We were invited to the RFP not only to answer it, but we were invited to help
26:11
shape the document.
26:12
And then surprisingly, we won.
26:14
And we got the business.
26:15
So it was, if Andy and I had not worked together like that, traditional
26:20
marketing would never
26:22
have come up with that because obviously you just can't at scale.
26:25
So that's maybe an example of how you've seen this work together.
26:28
I love that example.
26:29
And also reminds me of it.
26:31
You used at least three, maybe four principles of influence shouting out to
26:37
Robert Chaldini
26:39
in that example.
26:40
Like you used authority, you used reciprocity.
26:47
There was definitely consistency.
26:48
So anyway, that's probably a webinar for another day.
26:51
But I feel like you use techniques that are just so innately, again, people
27:01
first, psychological
27:03
techniques to say, hey, look at us versus throwing your product at the company
27:10
or throwing
27:11
your brain at the company.
27:12
Well, and then I also think, like side tangent and your rights, probably a
27:16
whole other webinar
27:18
is like, that is the really nice thing about ABM.
27:21
Is that you can break out of like the normal way that you do campaigning and
27:25
you can just
27:26
apply a bit of common sense.
27:28
Like, what do we know?
27:29
What do they need to hear?
27:30
What's going to make them feel good?
27:31
And you kind of have like the time and the ability to make that happen.
27:35
I sometimes feel like with mass campaigns, like they're often running and you
27:39
slightly
27:40
lost control of them and they're out and they're happening.
27:41
Whereas this, you're much more, you know, sales is much more of like the
27:45
conductor of
27:46
the whole relationship and they're bringing the right people in and they're
27:49
making sure
27:50
the messages are there and marketing is also reflective of that.
27:54
So that is a target account.
27:56
You just get this very simple, very elegant experience and it just makes you
28:00
feel like
28:01
this becomes a natural choice.
28:02
No, I love that.
28:04
Yeah.
28:05
Nikita says it's a bit of common sense.
28:07
Yeah.
28:08
It's underrated.
28:09
Honestly, like the amount of times we sit down as a team about things and
28:13
Sunday's going
28:14
to be like, hey, are we going to use this methodology or this?
28:16
Do you know, like, I don't know what do they need?
28:18
Like if there's a book about it, like, what would I want to happen and let's do
28:24
that?
28:24
Are you ready to hit the slopes now, Jenna?
28:26
I think so.
28:27
Are you?
28:28
I'm ready.
28:29
Oh, yeah.
28:30
I wish I was on the slopes right now.
28:31
Man, that would be tremendous.
28:32
But we're not.
28:33
You know, it's fine.
28:34
So, yeah, let's go hit the slopes.
28:37
Let's start putting some of this stuff into action.
28:41
So you should see that next slide now and we're moving into the third topic of
28:46
discussion
28:47
today.
28:48
How do you make this very, very practical?
28:51
Yeah.
28:52
Well, exactly.
28:53
So like we've now been chatting for half an hour, but it is so important to
28:56
make sure
28:57
that you've done those first two steps before you start.
29:00
So anything I'm about to speak about from now onwards, if you hadn't done the
29:02
first
29:02
two steps, it's not going to work.
29:04
So this is very much like now it's time to kind of come hit the slope.
29:07
So if you go to the next slide, I basically have like three enablement points
29:12
that I think
29:12
are really important for sales when it comes to ABM.
29:15
So the first one is about making sure that you have got sales involved in
29:20
identifying
29:21
target accounts.
29:22
So there's a bit more detail on the next slide, I think, Mark.
29:25
So you don't want to just hold on just before we do that.
29:27
You don't want to just say, "Hey, sales, here are the accounts we're going
29:31
after?"
29:31
No, you do not.
29:33
And actually, as an agency, like the amount of times that we would have
29:36
customers come
29:36
to us and say, "Oh, hey, we're about to start ABM.
29:40
We'd be like, 'Great, do you have your target account list?'
29:42
And we're like, 'Yeah, sales told us who they want to target.'
29:45
And we would all just sit in like a facepalm and go, 'Oh, no.
29:48
Oh, no, this is just not going to work from the start.'
29:51
So it goes both ways.
29:52
You don't want sales just telling you and you don't want marketing just to tell
29:55
you.
29:55
It's not going to happen.
29:56
Okay.
29:57
Exactly.
29:58
Exactly.
29:59
So we're like, 'It can't be a wish list from sales.'
30:00
And then nine times out of ten, that meant that they would go back and go, '
30:03
Okay, well,
30:03
we'll just tell sales who to target.'
30:05
I'm like, 'No, it's neither.
30:07
It needs to be both of you.'
30:08
So this is what this is all about, is just making sure that you, first of all,
30:15
that you
30:15
have defined your ICP.
30:18
And again, that should be something that both sales and marketing are in the
30:21
room for.
30:22
So ideally, you get to sit with RevOps and do this if you have a large enough
30:26
team.
30:26
That makes things a lot easier.
30:27
There's a lot of data crunching that they can help do.
30:31
But it's basically about finding like, what are the common traits of existing
30:34
customers
30:35
as well as opportunities that have progressed well through your pipeline, not
30:39
just customers?
30:41
Where they have basically spotted patterns in what makes a good fit customer
30:49
there.
30:50
So I always think that the key to a really great ICP is almost like a two-tier
30:56
ICP, a
30:57
bit like a sales process.
30:58
One is qualification and one is discovery.
31:01
So at the qualification level, it's basic math, it's firmographics.
31:05
Are they this size?
31:06
Do they have this revenue?
31:07
Are they in this geo, et cetera, et cetera?
31:09
It's a bit more binary.
31:10
And that's just pure qualification.
31:12
Like, could they be a good customer or could they not?
31:15
Yes, no, divide.
31:16
And then off those groups that could be a good customer, what are those more
31:20
intrinsic
31:21
things, things like behaviors that you can't necessarily see just by looking
31:24
like on a
31:24
balance sheet or looking at their annual report.
31:29
So you can find tools, there are loads of them out there to help you find
31:34
companies that
31:35
fit your ICP.
31:36
And that's going to help you create your total address goal or total relevant
31:41
market.
31:41
And from there, you're going to want to find your best bets.
31:44
And that's where the second tier of almost like the discovery across that total
31:48
relevant
31:49
market kicks in.
31:50
So who are those accounts that you're going to pull into your ABM program?
31:54
And this is where sales marketing together can be incredibly powerful.
31:57
So you've got your third party and sometimes even your first party data points
32:04
from marketing.
32:05
So things like third party intent, web visits, how accounts are engaging with
32:11
your content
32:12
and how they're engaging with your marketing campaigns.
32:15
But it's also so important to also have what sales know about those accounts.
32:21
Like what conversations have they had?
32:23
Who do they know over there?
32:24
Who, which partners do we have that we know that have got ends over there where
32:28
we can
32:29
start to understand not just are they a good fit on paper and are they showing
32:32
the right
32:33
behaviors, but are they actually willing to engage in a conversation and blend
32:37
all of
32:38
those insights together to help you figure out who your target accounts should
32:43
be.
32:43
A really great way to bring that sales insights is to maybe use a tool like G
32:48
ONG where you're
32:48
not relying on a sales person remembering 50 conversations that they've had
32:52
over the
32:52
last two years, you're able to like scrape all of your code data or all your
32:56
recording
32:57
data and start to like pull out patterns and things.
32:59
That's where somebody in RedWops can really help with that element as well.
33:04
Yeah, with machine learning now, there's a lot of AI tools, even GONG might
33:07
have one
33:08
inside their platform now natively built that allows you to like literally say,
33:13
all right,
33:13
out of this data set of this many calls, this is what I want to know.
33:18
How many of our calls or like not even how many?
33:21
What are the top three problems that are heard most often in all of our calls?
33:26
Who are asking those problems?
33:28
What, literally, you could just ask the data set through conversational
33:33
interface now,
33:35
those questions.
33:37
It's super powerful and I love your whole thing around like I call it like fit
33:41
and you
33:41
use that word fit versus intent.
33:43
What's the fit of the account versus the intent of the account or really the
33:46
intent of the
33:47
buyers in that account?
33:48
Exactly.
33:49
Exactly.
33:50
I could fan girl about GONG all day long.
33:54
GONG engage is a new module that they have and I think that we're all about to
33:59
become
34:00
like supercharged versions of ourselves with that because the things that we'd
34:03
have taken
34:03
us weeks to do, we're just going to get the answers to.
34:06
And that's what I really like about the use of how GONG in particular has gone
34:10
about
34:11
AI is it's all about kind of helping us do our jobs better.
34:14
It's not about replacing anything, it's just about helping us be more
34:17
efficiently, we
34:17
have more insights.
34:20
And then okay, so then you figured out basically all of the accounts that you
34:23
want to pull into
34:23
your ABM program and then you need to remember that not all accounts are
34:27
created equal.
34:28
So you ideally want to have a blend of accounts that are maybe showing buying
34:33
behaviors right
34:34
now versus those that are more like those quite well accounts that you want to
34:38
go after.
34:38
And so you're basically looking for a blended model across various tiers.
34:43
So you know, the way that that tends to come up in ABM is who's going to be in
34:46
your one-to-one
34:47
campaigns versus your one-to-many versus your one-to-two.
34:50
So like your one-to-one accounts are going to get the white glove treatment,
34:53
the one-to-few
34:53
accounts are going to be put into a cluster, they're going to be treated like a
34:55
really
34:56
tiny market.
34:57
And then maybe accounts that are a good fit, but they're not necessarily
35:01
showing the most
35:02
amount of intent at the moment, but there's definitely something there.
35:04
You maybe wrap them into a one-to-many program.
35:08
So after everybody has agreed on the target accounts, the sales team should
35:13
then take
35:13
lead on creating account plans, especially for those one-to-one and one-to-few
35:18
accounts,
35:19
which I've neatly led myself onto my second enablement point of that.
35:24
Now, this is super important.
35:28
I can't wait to get your perspective on this.
35:30
So we just flipped to the next slide where Jenna has laid out a few more
35:33
details of these
35:34
target account plans.
35:35
I have seen this done well.
35:37
I wouldn't say amazing.
35:39
And I've seen this not done at all.
35:41
I would argue that if you don't do this at all, I don't think ABM will be super
35:46
effective.
35:47
I mean, you could do all the other stuff, but if you don't take the time to
35:52
truly hone
35:53
in on an account and study it and understand how to go after it and how to
36:00
engage with
36:01
it and what makes it a viable, high-ACV account, and it's basically trying to
36:11
play a game
36:12
without any preparation.
36:13
You know what I mean, Jenna?
36:15
I don't know.
36:16
It's like never going on the bunny slope, just trying to go down the black
36:19
diamond.
36:20
Yeah, well, like me, like a fool, exactly.
36:24
Well, this, I think where I see people with good intentions and where it goes
36:31
wrong is
36:31
that people will put together very detailed research dossies on each of their
36:36
target accounts
36:36
and they will understand to the nth degree everything about that account, which
36:41
is brilliant.
36:42
And you should absolutely do that if you have the time and the resources and if
36:45
not, do
36:45
a cut down version of that.
36:47
But they don't do what you just mentioned was that, okay, but how do we use
36:50
that information?
36:52
What does that mean for how we go after them?
36:54
How do we, I don't even know if there's a phrase for this, but go to market to
36:57
one account,
36:58
go to account.
37:00
Like how do we do that, given all the information that we have today?
37:04
And that is what these account plans should do.
37:07
That is a blow to account.
37:08
I don't think I've ever heard that term, but that makes a lot of sense.
37:11
Well, I just made it up.
37:13
Maybe we should coin it.
37:14
You go to account plan.
37:16
You go to account plan.
37:17
Yeah.
37:18
Make it a thing.
37:19
And this is where I think a lot of sales people start to feel a bit more in the
37:22
drive
37:22
and seat and a bit more comfortable again, because sales folks are used to
37:25
putting together
37:26
plans.
37:27
There are normally deal plans for opportunities that already exist in pipeline.
37:31
And so this is really, it's exactly the same, but there are two key differences
37:36
One is that we're starting earlier.
37:38
So before there is an open opportunity.
37:40
And the second is that the plan should be from the perspective of the target
37:44
account,
37:44
as opposed to from our perspective.
37:47
And if you make sure that your entire target account plan is written from the
37:50
perspective
37:51
of the target account, you are not going to be able to help but make your
37:54
touches personal
37:55
and consistent and meaningful for them.
37:59
It's just, if you read through your target account plans that you have today, I
38:03
almost
38:03
guarantee they're going to be written from your perspective, not from their
38:06
perspective.
38:06
Make that flip and put it in their perspective.
38:09
And suddenly you're messaging your content, what to say to the next, all
38:11
becomes a lot
38:12
cleaner at that point.
38:14
That way, yes, and hot.
38:15
Yes.
38:16
Well, that will be a clip from this webinar for sure.
38:19
No, that's really interesting.
38:22
Yeah, unpacked is a bit more for everyone than, yeah, like, yeah, this is very
38:26
important,
38:27
I feel like.
38:28
Yeah.
38:29
So then, so things that I think are very important to go into these, these
38:33
account
38:34
plans are making sure that you have uncovered a North Star metric that you're
38:38
selling against,
38:40
because ABM is about creating long-term profitable relationships.
38:44
It's not about getting to that first signature.
38:46
It is about, you know, five years from now, are you still a great partnership
38:49
together?
38:50
So making sure, like, what is very important to them?
38:53
So I always have my sales team put together these account plans and they are
38:58
always identifying
39:00
six months post the first signature.
39:03
What is going to make that economic buyer, that decision maker, the CEO, super
39:07
happy
39:07
that they made the decision to go with us?
39:09
Like, what metric has moved by how much in what timeframe, like make it time-
39:14
bound, make
39:15
it like an actual number that measurable.
39:19
And that becomes, you know, such a key part of this target account plan.
39:23
And you know, the usual sales process applies here, like, don't take the first
39:27
answer, keep
39:28
digging, keep asking why, keep getting further and further into that.
39:31
You know, what they think they need to measure might not quite be right, you
39:33
know, maybe they're
39:34
measuring against a symptom rather than the cause.
39:37
So make sure that you get kind of get down to that proper cause.
39:40
The next part is about a decision making unit map.
39:44
So before, obviously, you start to engage the account, you're going to be a bit
39:47
limited
39:47
on what you can put in there.
39:48
And the whole point of these account plans is that they should be living,
39:51
breathing documents.
39:52
You shouldn't just write them and leave them in a digital shelf.
39:55
You should be constantly adapting them.
39:57
So you're only going to really be able to put things like job titles and who
40:00
works for
40:01
who at the start.
40:03
But as you start to engage the account, you start to get into more conversation
40:06
with
40:06
them.
40:07
You're going to be able to evolve them up to become, okay, what do each of
40:10
these people
40:11
care about?
40:12
What are they personally being measured against and how does that layer up to
40:15
that North Star
40:15
metrics?
40:16
So you're making a link between the people and the business objective.
40:20
Another thing that I think is really useful to capture are things like, what is
40:24
their
40:24
personality?
40:25
Like, how do they like to be communicated with, you know, who gets on with who,
40:28
who will listen
40:29
to who, who's in competition that you should never have tried to make decisions
40:32
together
40:33
because they're always going to beat each other, stuff like that becomes
40:36
invaluable
40:36
if your target account is one account and you don't know those interactions.
40:41
You can get lost for six months in some internal politics because you didn't
40:45
navigate your
40:45
way around that.
40:46
So, you know, it sounds like a very flippant thing to put on there, but it's
40:49
actually really
40:50
important.
40:51
There's another tool that I've used before that I find really helpful before
40:55
you engage
40:55
with stakeholders.
40:56
It's called crystal nose.
40:58
Oh, yeah.
40:59
Yes.
41:00
That's excellent and that basically sits on top of their LinkedIn profile and
41:04
like gives
41:05
you personality typing and gives you tips and tricks for communication styles
41:09
for people.
41:10
So before you go into that first meeting, I find it very helpful to have a
41:13
quick look
41:13
on crystal nose and just get an idea of the type of people I'm going into meet
41:18
with.
41:19
I always make sure that the team have got current state listed out on the
41:22
account plan.
41:23
So how are they going about solving the problem that you're hoping to solve
41:27
today?
41:27
Is it working?
41:28
What could be improved?
41:29
What pains are they feeling?
41:31
And then really vitally, how does your current state stack up against that
41:35
North Star metric?
41:36
If you keep doing what you're doing today, are you going to hit that North Star
41:39
metric?
41:39
And if the answer is no, great.
41:41
You've implemented enough, implicated enough pain, like from a mid-air
41:45
perspective, that
41:47
they know that they need to do something about it.
41:51
Then finally, where are they investing?
41:53
So are they, you know, where are the flagship project?
41:57
Have they made any acquisitions?
41:59
Do you know about their tech purchases, especially if you're a tech company,
42:02
been able to know
42:03
their existing tech landscape?
42:06
Is that going to block you out of the account?
42:07
Can you integrate some of their techs?
42:08
Or if they just bought a competitor of yours and they're locked in for three
42:11
years, they
42:12
might be a perfect target account, but you're never going to sell to them.
42:14
So you should demo them and put someone else into your AVM program.
42:19
So those are the highlights in the high level sections.
42:23
I think we need to go into those account plans.
42:25
I love it.
42:26
I'll pull up one more time.
42:27
So I mean, just take a quick look at it.
42:29
If you want to take a screenshot, feel free again.
42:30
You'll get the slides after the fact.
42:33
You'll get the recording.
42:34
It's all going to be in the tech network and Club PF.
42:37
But those five things, North Star, decision making, unit map, current state,
42:42
places where
42:43
they're going to invest in a tech stack.
42:45
I love crystal nodes, by the way.
42:47
I forgot about that tool.
42:48
Highly recommend it.
42:49
Thank you for bringing that up, Jenna.
42:51
Yeah, I am obsessed.
42:55
I was a bit unsure how accurate it would be.
43:00
So the first thing I did when I got it was I put it on top of my profile and it
43:04
was like
43:05
holding the mirror up to myself.
43:07
What it's that back, I was like, yep, that's me.
43:11
Yeah.
43:12
It's like the dis...
43:13
It's a personality.
43:14
It's not so much behavior, but it's definitely more personality.
43:16
Yeah, it's a...
43:17
Myers brings whatever you want to call it.
43:19
Yeah.
43:20
Exactly.
43:21
Exactly.
43:22
And then the third and final enablement point then for sales when it comes to
43:27
ABM is around
43:28
data, being able to kind of read it and know what to do with it because
43:32
everywhere that
43:33
people speak about ABM, they're always talking about data first and data led
43:37
and there's
43:38
a lot of triggers from data that help marketing, but salespeople are left going
43:43
, I've just been
43:44
inundated with a whole bunch of data and there's actually not much insight from
43:47
it.
43:48
It's just a bunch of stuff and they just don't know what to do.
43:52
I think the first thing is making sure that your sales team is aware that you
43:58
need to
43:59
be able to spot engagement with your target accounts because obviously you're
44:01
not looking
44:02
for the Kabbukah demo or a lead.
44:04
So what does engagement look like and work with marketing so that you know what
44:07
that
44:07
signal looks like so that you know what you're looking out for?
44:10
So something is happening and if you have a tool in place, you'll get some sort
44:13
of trigger
44:14
or alert, but if you don't have a tool and you're doing it manually, there are
44:17
still
44:17
many, many things that you can look for that it implies that an account is
44:21
starting to
44:22
engage with you.
44:22
Sorry, just because you've started to see that engagement does not mean it's
44:29
time for sales
44:30
to start blindly calling, emailing, messaging those accounts at semi-regular
44:34
interval and
44:35
hope that they can just nurture them into submission.
44:39
The whole point of this data is about is meeting them where they are.
44:43
So are they only showing third party intent?
44:48
If that's true, then they're probably solution, they're problem aware, but they
44:52
're not solution
44:53
aware and they're certainly not brand aware.
44:56
So you and marketing might want to work together to start to make them brand
45:00
aware and that
45:01
might be the next step that you take there.
45:03
Maybe they're coming to your site and they're not doing anything more than that
45:06
So how many people are coming to your site?
45:08
How often are they coming to your site?
45:10
What are they spending time reading?
45:12
And therefore, what do you need to get them to do next to move on to that next
45:16
stage?
45:16
So that's kind of one of these keys to data is to read the data for ABM is
45:21
understand where
45:22
they are and what the next action is that you want them to take as opposed to
45:26
when can
45:27
I call them?
45:28
It's not about that anymore.
45:29
It's about kind of like, okay, you're a, how'd you get them to be?
45:32
They're d great.
45:33
How'd you get them to e and it's just constantly helping accounts move along
45:37
and move along.
45:38
There's a flip site to the data point though, which is about personalized
45:42
messaging and
45:43
content.
45:44
So again, that often gets interpreted as what messaging are we going to put in
45:48
our ads and
45:49
what content will marketing produce.
45:52
But actually where sales teams can really excel as if they can take the data on
45:57
an account,
45:58
understand where they are and where they need them to move next.
46:01
That helps them craft the most personalized messaging for outreach or future
46:06
calls or
46:07
for the next account that they're, or for the next meeting that they're going
46:09
to get
46:09
into because that account feels like the vendors then in lockstep with them.
46:14
So two quick stories about this and then I'll around this side.
46:18
So the first thing is my team and what they do today is they prep for their
46:21
meetings by
46:22
looking at all of those engagement triggers and all of those data points.
46:25
So they'll maybe had one conversation with the account.
46:28
They'll have agreed the agenda for the next one.
46:30
They will always cover off the agenda they've agreed with, but they will also
46:33
look at all
46:34
of the engagement data and they will figure out what else the account cares
46:37
about and
46:38
they will naturally bring that up through the course of the second call.
46:42
And the people who are on the receiving end keeps saying, oh my goodness, yeah,
46:45
actually
46:46
we are talking about that.
46:47
And how did you know that?
46:48
And just it makes them feel seen, which is very vital for that relationship
46:53
building.
46:54
The other side of that is maybe before you're in a conversation with them, so
46:57
social selling.
46:59
So using that data to segment and prioritize within your target accounts.
47:04
Map your messaging to their pain points and challenges that the data is telling
47:08
you that
47:08
they have.
47:09
Being able to then take that messaging and making it persona specific and then
47:14
reaching
47:14
out via social selling.
47:16
I did that for a client once when I was agency side and we added 1.2 million to
47:20
their pipeline
47:21
in six weeks, which was just phenomenal.
47:24
And one, I think the key was all of the messaging was written based on the data
47:28
, but then sales
47:30
and marketing wrote those messages together.
47:32
So marketing didn't write a fluffy marketing message for sales to send and
47:35
sales didn't
47:36
try to sell.
47:37
Together they came to the perfect kind of just start a conversation message.
47:41
And it was just, I've never seen results like it was game changing.
47:45
I love that.
47:46
That's really smart around.
47:50
Yeah, I mean, not all signals of engagement are equal.
47:55
It's kind of a lesson right there to sum it up.
47:59
And then when you think about preparing to go down the slope, to go down the
48:07
slope, it's
48:08
not just about the practice, but it's almost maybe not just in time, you know,
48:14
research.
48:15
But if you do it that day or the day before, using the signals to understand
48:21
where the
48:22
buying team is right now, since you've last talked to them or since you last
48:26
tried to
48:27
reach out to them.
48:28
Exactly, exactly.
48:29
Like we had one, it was actually a Monday, one of my team messages in the
48:33
morning and
48:33
he was like, oh, I'll have a conversation this afternoon and all conversations
48:37
to date have
48:38
been about ads and we were about to close a deal.
48:41
But actually this morning, they have been all over the site looking at our chat
48:45
bot feature.
48:46
I'm going to bring that up as well.
48:47
And I was like, go ahead, go forth.
48:50
And they were like actually because it hadn't been mentioned in the sales cycle
48:53
, we didn't
48:53
know that you had one, but we were looking at one anyway.
48:56
So could we do both?
48:57
Yes.
48:58
And a totally different sales cycle, which wouldn't have happened if all we'd
49:01
done is
49:01
just take the agenda from last call.
49:03
So to that point, for that just in time research, like it does change the
49:08
trajectory of deals.
49:09
No, I love that.
49:11
Folks, we're wrapping up.
49:12
If you have any questions, we can stay on for another five minutes.
49:14
Jenna has generously also given you folks some resources, which you'll have in
49:19
the follow-up
49:20
as well.
49:21
But there's a great ebook you've identified in a course that you guys have to
49:24
from the
49:25
Terminus website that people can check out to go deeper.
49:28
So the course is completely free.
49:30
It's a bit of a time investment.
49:32
It takes about seven or eight hours.
49:33
It's not quick, but I had done EBM for quite a long time before I took it.
49:37
I had to do it as part of my onboarding and I was a bit snobby about it.
49:40
I was like, I don't need this.
49:41
I've done EBM for a long time and I took it and I took a lot of notes.
49:44
It's actually really good.
49:45
So highly, highly recommend.
49:48
And then I've left my LinkedIn on the next slide.
49:51
So if you guys want to not have a conversation here, if you want to follow up
49:56
with any of
49:57
the points that this will come out, not about Terminus, but just about sales
50:02
and EBM, then
50:02
more than happy for you to connect.
50:04
Let me actually just copy this link right now and I'll drop it in the chat for
50:11
everyone
50:12
so you can connect with Jenna right now on LinkedIn.
50:16
Big thank you, Jenna.
50:17
Folks, if there's any questions, like I said, we have about four minutes or so.
50:21
We're right on time.
50:23
Fantastic content.
50:24
Thank you so much for this.
50:26
I learned a couple things today, which is always the goal.
50:30
When you go to any of these types of webinars or you consume any content, does
50:34
it teach you
50:35
something?
50:36
I think that's kind of like the watermark, right?
50:39
So hopefully you folks learn some stuff.
50:41
Sam, you're welcome.
50:42
Jenna, any last, you could say key takeaway or anything you want to leave
50:49
everyone with?
50:51
No, I mean, I'm glad if it's been useful.
50:54
You're all welcome.
50:55
I sit through a lot of webinars and I get so frustrated if I get to the end and
50:59
I'm like,
51:00
"Oh, that was just so high level.
51:01
There's nothing I can take away from that."
51:03
So hopefully there was at least one or two nuggets.
51:05
I've had a really good time.
51:06
This is a great chat.
51:07
Thank you, Mark.
51:08
Yeah, no, thank you, everyone.
51:09
Hope you have a great rest of your day.
51:11
Again, if you're listening to the recording, thank you for taking the time to
51:14
do so.
51:15
Check out more resources on the TAC network.
51:17
Terminus, of course, has a ton of things about a company's marketing, a company
51:21
selling,
51:22
check out terminus.com.
51:23
And folks, we'll see you at the next one.
51:25
It's in a couple of weeks, end of June.
51:27
Talk to you soon.
51:28
Thanks again, Jenna.
51:29
Thanks, bye.
51:30
Bye. [BLANK_AUDIO]
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