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Leading by Example: Kapost Creates an ABM Center of Excellence
Kapost has created an Account-Based Marketing (ABM) Center of Excellence to focus their marketing efforts. They developed a comprehensive ABM framework that includes defining ideal customer profiles, gathering account insights, developing high-value offers, campaign planning and execution, and maintaining an ABM database. Kapost conducted a large content building exercise and aligned their sales and marketing teams through personalized content marketing. Their next steps include intelligent lead routing, personalizing based on buying stage, and improving lead to account mapping visibility.
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Leading by Example: Kapost Creates an ABM Center of Excellence
- 1. Leading by Example: KapostCreates an ABM Center of Excellence
- 2. Today’s Promise Provideinsight into Kapost’s ABM Journey Make it not sound so incredibly nebulous Provide a actionable takeaways for success
- 3. About LeadMD DigitalMarketing consultancy specializing in making strategy actionable Focused on the Marketo platform 7 Years and 2600+ engagements
- 4. Here to Sharethe Story of a Flipped Funnel Justin Gray Founder/CEO, LeadMD @Jgraymatter Shar Berwick Senior Director of Marketing, Kapost @SharBerwick
- 5. Why ABM atKapost?
- 6. Process of SellingABM Internally 1. Targeted set of accounts (typically larger accounts) 2. Programs deliver highly personalized experience 3. Coordination across touches, channels, and experiences 4. Always-on until account is removed from target list 5. Marketing, sales development, and sales alignment is crucial
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- 8. Let’s talk aboutdata structure
- 9. The ABM AccountMix 100 key accounts 50% Tech 50% Other + =
- 10. ABM Account planningprocess Medium Sized Businesses (SMB) Enterprise Businesses
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- 12. Kapost ABM Framework MARKETPLANNING Define Ideal Customer Profile (ICP) and Buyer Personas (BP) Ideal Customer Profile Buyer Personas Target account list Sales and marketing signoff ACCOUNT PLANNING Gather account/contact insights that will inform campaigns Account teams Quarterly account reviews Bi-weekly insight scrum 2-3 insights for 100% of accounts LEAD QUALIFICATION Sales development follows-up on leads to set appointments for sales SDR touch pattern Live call script CRM updates Set meeting for sales SALES CYCLE Sales works opportunities while marketing provides campaign support Sales process Ad retargeting Close net new or expansion deal SALES QUALIFICATION Sales holds initial call with prospect to determine opportunity Show and tell Discovery Sales creates an opportunity OFFERS Develop high value offers (e.g. events, content) to support ABM Digital content (WPs, Webinars) Meetings (Trade/Road Show) Sales offers Repeatable set of offers available CAMPAIGN PLANNING Determine ABM campaign based on account’s current situation Pipeline Build Land and Expand Ad-hoc Nurture Campaign type determined EXECUTION Distribute offers across multiple, well-coordinated channels Direct mail Outreach (SDR, Rep, Exec) Targeted ads Email Web personalization (future) Create one-to-one engagement Closed ABM DATABASE Create and maintain database of target accounts and contacts Pre-load contacts Cleanse Append 90%+ of ICP/BPs in database MQC SAC SQL Contacts
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- 14. Using predictive tobuild ICP 500 accounts 100 pilot program 50 enterprise 50 mid-market 10 tier 1 40 tier 2 10 tier 1 40 tier 2
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- 17. Aligning through contentmarketing
- 18. Operationalizing personas ASSET TYPEDEFINIED Promotional Which promotional assets are needed in order to deliver via selected channels Destination Where will traffic be routed based on promotion assets and channels Content Who will author, design, and package the offer; along with timelines and actions Personalization How will the content be personalized based on target account or vertical Enablement How will Sales be educated on the campaign; where do they access; and how is it tracked
- 19. Huge Content BuildingExercise
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- 21. ABM Next Stepsfor Kapost Intelligent Lead Assignment Routing Personalization Based on Buying Stage Lead to Account Mapping & Visibility
- 22.
Editor's Notes
- #4 LeadMD Overview – Top tiered Marketo Preferred Partner Why we specialize in Marketo 2500 + engagements Early adopters – started out as a marketing automation agency NOT as a digital marketing agency. 30 + Certified experts
- #6 Enterprise-level account focus Specific ICP (Ideal Customer Profile) Need to understand the challenges within those accounts: What does it take to get one piece of content done? What ROI could be achieved with efficiency? Once content is created, how is that being immortalized for reps? Conveying this in the traditional demand gen sense is very hard Focusing on a limited amount of accounts allows for reps to understand account better.
- #7 The answer: heavy Kapost usage equates to reduced churn risk ABM reduces the risk of churn – penetrating the entire company makes us sticky If a customer only has one or two users on the platform, it’s easily deemed non-essential and replaced. So, the key for success is getting more teams – like demand gen, customer success, services – involved. It all comes down to: penetrating the entire institution, not just the content or marketing team How was the ABM idea sold internally? What’s process did you use to determine the changes that needed to take place? Walk us through: How did you seek and get internal buy-in to switch to ABM? Who did you pull together? What did that process look like? How did you work to achieve sales and marketing alignment?
- #9 Let’s talk about data structure under this model Surrounded by a buying committee s Do you have the entire icp in your database? 55% coverage 100 % What’s an ideal buyer persona What’s the differences in Two dimensions, the individual, who they are, what level they are at, what their role is, the distance from purchasing power How much autonomy to make that decision, if they have to bring in that many people. it, the distance in buying power? Doesn’t align to industry The person and their distance to purchasing power
- #10 The size of the initiative… Kapost wanted to kick off ABM in a controlled way: Focus on 100 key companies 50% limited to tech Other 50% from various industries
- #11 Account planning process Everyone else, made up of early-movers with a content marketing play Two reps: Enterprise, Mid Market Mid Market account executive Focus on top 50 Mid Market (high-growth) companies involved in content marketing
- #14 Kapost’s current ABM tech stack SFDC Marketo Kapost Engagio (evaluating) LeadSpace RTP/DemandBase (evaluating) Targeted ads
- #15 Using predictive to build ICP Using Leadspace, Kapost was able to assemble 500 companies that would fit ICP Within those 500, they took a “tiered” approach: 100 accounts in a pilot program. Two reps: Enterprise, Mid Market Top 10 accounts in Tier 1 40 additional accounts in Tier 2
- #16 Enterprise software org focus Tell us about the balance between: The focus on enterprise software organizations Bringing in additional company types where content marketing has had slower traction, such as manufacturing, healthcare, insurance
- #18 Graphic that shows this Kapost used their own tool to do this. Alignment through content marketing How did you align content to specific buyers? How did you work to understand what type of content those buyers like? What tools of enablement did you use to find and fill gaps? What Kapost came up with: A diversified content strategy to support ICP Predictive persona breakdown: Digital marketing Field marketers Product marketers Demand generation Marcom Ops / Tech
- #19 Persona Operationalization Kapost had to answer: How much content do we have tailored to those individual personas? Content to persona coverage matrix: “Covered here, light here.” From there, it boils down to the heavy lifting required to create content that resonates and fills the gaps Getting the team together Brought on product marketing for insights, to help create more content about Kapost’s solution and the problems it solves – not content about the virtues of content marketing Bottom line: How does Kapost’s solution meet the needs of different roles? 50/50 Content Alignment Gaps in content provides opportunity to fill them Kapost’s biggest gap was: Middle of funnel content While Kapost was doing well preaching evangelism for content marketing & how to use their solution, they had to focus much effort on creating solid middle-of-funnel content
- #20 Persona-based engagement tracks Creating specialized nurture that focuses on covering the entire account, not just individuals All tracks have a different message that resonates with different members of the buying committee The bases are covered: When you’re talking to an account, all individuals will be in a relevant nurture track, and much more informed Dynamic buying committee Leverage content to create buyer engagement Still enter in content roles Marketing committee is move involved Content supports these efforts and more Sounds great, but where are the metrics? Kapost is currently exploring Engagio for this
- #21 Moving from concept to tactics Let’s talk timeline: Once you had the plan ironed out, what were the steps you knew you had to take? How long did you give yourself, and your team, to take them?
- #23 What Tech stack pivot was necessary. What did you use then vs. what you are using now? What changes & additions were made? What else, down the road, are you looking to adopt? What educational resources did you use? What format did the plan take? A sales kickoff? Playbook? What tangible item did you document the process with? Tell us about how you assembled your tech stack What pitfalls along the way? How did you work to not cannibalize existing pre-ABM momentum? How did you balance the urgency with doing things the right way? What is your training plan? How long is it? How much support for reps? How did you fill that big gap that you mentioned in pipeline? Tell us more about the role of: Dedicated Content Additional supporting creators Thought leadership Pivot to “Large Tech Focus” to empower ABM Tell us more about the algorithmic approach to: Determining the amount of marketing effort, based on company size, for selling the deal Expansion ops – what’s the opportunity? Total spend potential – Based on revenue, understanding just how much Kapost can be successfully sold to a given account How are you going measure this process against what was naturally happening your demand gen process? What type of benchmarks are you collecting to compare pre- and post-ABM efforts?