Krista Muir

* Metrics are the data points you are measuring the success of the campaign around (either leading or lagging indicators). This can be # of meetings from your account list, # of campaign responses per account, # of impressions or CTR by account, # of opportunities, $ pipeline generated, etc. Any goal you’re measuring yourself on. * Analytics is the process of acquiring Insights from the data. Why should the team care about these metrics? * How are those metrics driving the business? * What action items can we take from here? * How will we apply these learnings to future campaigns?

If you're still on an inbound (MQL) model, I would start by pivoting every report through the lens of "target account vs. non-target account". * # of campaign responses * # of opportunities generated * $ pipeline generated * ACV * # closed won * $ closed won What matters gets measured. Over time, (ideally) it will reflect that target accounts drive the biggest impact to the business. (If not, it likely means that you'll need to take another look at the target account / ICP criteria.) In my experience, that usually is the catalyst to change how can we drive more "target account" pipeline? To do that, we'll need to think differently about engaging with an account & identify more of those leading indicators. Then, you can start thinking about the KPIs and what it means for an Account to be "Qualified".

This question has a lot to unpack. Influencing change takes a LOT of time, but I would recommend starting with first principles. 3 things I would start with: * I gotta say marketing sure did a good job of marketing ourselves! However, “ABM” is not a marketing thing; it’s a holistic revenue strategy. The first thing I usually do is internally rebrand “Accunt-Based Marketing” to be a target account strategy. * “Seek first to understand.” That will mean building relationships cross-functionally to establish trust and credibility. You’ll need key stakeholders to advocate for this strategy when you’re not in the room. Understand what’s important to those teams first: whether sales, e-staff, revenue ops, customer success, and product. * With Sales & Customer Success: Learn how they are approaching their accounts today. What’s working well for them, what do they need help with? What account insights can you surface that they wouldn’t otherwise have? * With Product / Product Marketing: How does the voice of the customer inform product development? What market trends are you seeing from your ICP? * With revenue ops: Depending on the maturity of the organization, you’ll need their alignment to identify ICP criteria to build out target account lists and partner on campaign measurement. This account-centric view will require a different way of measuring traditional lead > opportunity reporting. Can we measure account engagement today? * For Finance: You’ll need their support for any new budget, which means you’ll need to do some math to speak their language. Can you show them customer acquisition costs (CAC) for target accounts vs. non-target accounts? * Then, you’ll likely need to show results before you tell. Introduce an experiment that you can manage without fancy technology. Start with a hypothesis around a very crisply defined account list, brainstorm with others around a mix of tactics / messages / channels that you can measure, and chip away to learn what works. Share progress often.

I would recommend building target account lists based on where that account is in their customer journey. Channels are usually pretty constant. Your targeting ability, level of intent, tactics/offers, messages, and the budget you're willing to spend on them will change. It will cost significantly more budget & time to acquire a new customer, so focus on where you see the biggest potential impact first. Within a tiered 1:1, 1:few, 1:many structure: what is the potential ARR of an account within each segment? That could help determine your effort & willingness to spend on a given account list. 

Yes, I've introduced many MarTech solutions throughout my career! As with any business case for new technology, it will require buy-in from leadership and cross-functional teams. Where possible, I highly recommend finding a peer-level champion at the company to help make the case with you. It usually requires a succinct executive summary + 2-3ish page doc, lots of repetitive conversations about "why" this is necessary to gain buy-in from your manager, and an internal roadshow to other key stakeholders. You'll need to paint the vision & succinctly answer: * Why now? (e.g. internal/external factors, opportunity at stake, challenges). * What goals will this software allow us to accomplish? Include quantifiable metrics and realistic ROI. * Why this solution & not a competitor, or even build it ourselves? * How will you measure success? Over what time frame? * Can you have a conversation with a customer that's not on their advisory board? * Does this need to pass a security review? Is there an "out-clause"? * What does the onboarding process look like? * What milestones will be part of a Crawl, Walk, Run implementation plan

Hopefully not a cop-out, but "it depends." There isn't a magic % that I've found. When you map out your user journeys, where do you see the biggest fall-off in conversion? That's where I would suggest focusing your efforts. Sales will always ask for more BOFU content, so make sure the content that already exists is being used, or needs to be updated before creating net new content.