ABM EMEA 1:few and 1:1 strategy Playbook

ABM EMEA 1:few and 1:1 strategy Playbook

INTRODUCTION

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 2

Table of contents

Introduction and context ....................................................................3

ABM at Autodesk .......................................................................................3

ABM: The industry definition ................................................................4

ABM value drivers .....................................................................................4

Guiding principles of ABM EMEA.........................................................4

ABM customer engagement framework ...........................................5

DIAGRAM: ABM customer engagement framework ....................5

How Marketing and Sales work together .................................6

Aligning Marketing and Sales ...............................................................6

BDR alignment: a coordinated approach .........................................6

1:1 strategy .................................................................................................... 7

Named Accounts ABM: How we work ................................................ 7

Stakeholders ............................................................................................... 7

Resource allocation .................................................................................. 7

Outcomes ...................................................................................................... 7

DIAGRAM: How ABM ensures 100% coverage ...............................8

The 1:1 approach in Named Accounts ................................................8

DIAGRAM: ABM flight path ....................................................................8

The 1:few approach in Named Account .............................................9

DIAGRAM: Named Accounts 1:few tactics .......................................9

1:few strategy ............................................................................................10

Mid-market and Strategic Territory ABM .......................................10

What is 1:few at Autodesk EMEA? .....................................................10

1:few audience process ......................................................................... 11

DIAGRAM: Step 1 – Sales alignment ................................................ 11

DIAGRAM: Step 2 – Account selection ............................................ 11

DIAGRAM: Step 3 – Account intelligence ....................................... 11

DIAGRAM: Step 4 - Planning ............................................................... 12

DIAGRAM: Step 4A - 1:few content process .................................. 12

DIAGRAM: Step 5 – Execution and optimization ........................ 12

DIAGRAM: Step 6 – Measurement and reporting ....................... 12

How we measure success ...................................................................13

DIAGRAM: How we measure success ..............................................13

Measuring success within Named Accounts ................................13

Measuring success within MMA and ST .........................................13

Evolution of marketing contribution ............................................... 14

DIAGRAM: Evolved marketing contribution model .................... 14

Evolution towards an account-based view ................................... 14

DIAGRAM: Engagement scoring model .......................................... 14

Reference documents and contributors ..................................15

ABM EMEA 1:few and 1:1 strategy Playbook

INTRODUCTION

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 3

NOTE ABM is also referred to as ABSM (where the “S” stands for Sales). Whether you call it ABM or ABSM, the approach is inherently a partnership between Sales and Marketing and requires alignment between the two to be successful.

ABM at Autodesk Changing our business model from selling software to a subscription model (SaaS) required a renewed focus on customer relationships. Understanding customer needs, challenges, goals and plans helps us to propose the right products, grow accounts with adjacent solutions, and develop a sustainable footprint in each account. Keeping customers in subscription is critical.

We have also seen a change in the way that customers buy. Especially in larger accounts, we see a move towards buying groups of 7-20 individuals from multiple functions who influence purchase decisions. All members of a buying group need to be engaged to achieve a successful outcome.

These two major shifts require a different approach to marketing: one that starts with the customer. The insights and data we have on our target accounts influence how we do marketing, from where we invest, to the message, strategy, tactics, and channels we use–whether individually with a 1:1 approach or at greater scale.

The value ABM delivers is much broader than traditional lead generation. The larger the account, the less important a single lead, as a lead represents a single person’s interest and not the demand of an entire account. ABM focuses on engaging whole accounts, building a long-term relationship

with them, enabling value-based sales, and growing annual contract value over time.

By engaging key stakeholders when contributing to the pipeline, ABM meets and exceeds corporate KPIs. This ultimately grows revenue, our relationships, and the reputation of Autodesk.

Introduction and context

ABM EMEA 1:few and 1:1 strategy Playbook

INTRODUCTION

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 4

REFERENCE For more information about the evolution of ABM evolution, please refer to the GTMP »

ABM Evolution: The Rise of Three Distinct Types

ONE-TO-MANY ABM

ONE-TO-FEW ABM

ONE-TO-ONE ABM

Marketers work with individual account teams to

develop and implement highly customized programs

for individual accounts.

Marketers work with specific sales teams to focus on

small groups or clusters of accounts with similar

business imperatives.

IN VE

ST M

EN T

OF R

OI P

ER A

CC OU

N T

LO W

H IG

H

Named Account - Prioritized account has a bespoke Marketing program

Mid-Market - Target cluster of accounts with similar

characteristics

Strategic Territory - Leverage technology

to personalize programs at scale

to selected accounts

1:1 ABSM

1:Few ABSM

1:Many ABSM

GENERAL ABM AUTODESK ABM

1. We focus on engaging customers, creating new business opportunities, and building long-term relationships:

↳Increasing ACV and expanding Autodesk’s footprint in accounts. ↳Less focused on generating individual leads or transactional relationships. Focused on generating high or very high engagement scores within the accounts.

2. We proactively aim to create or accelerate opportunities, not merely support existing ones.

3. We maintain close collaboration between Sales and Marketing.

4. We take a long-term view. ABM is a marathon, not a sprint.

5. We take a strategic approach powered by insight into accounts and stakeholders.

GUIDING PRINCIPLES OF AUTODESK EMEA ABM

NOTE ABM: The industry definition ITSMA, the organization that coined the name ABM, has the industry definition on its website. ITSMA also has defined the three types of ABM that will be discussed in this playbook:

“One-to-One ABM is about getting personal with your most important clients and prospects.”

“One-to-Few ABM is about targeting new and existing clients with common issues.”

“One-to-Many ABM is about using insight to target accounts at scale.”

ABM VALUE DRIVERS » Better customer engagement: our targeted account engagement helps to drive expansion in our accounts.

» Improved win rate: targeted account engagement helps close complex, large deals. Longer buying cycles demand careful orchestration and consistency of message.

» Higher deal size: ABM coordinates investment and resources around high-value accounts and audiences that yield better results.

» Improved outcomes: ABM generates improved outcomes across the three ‘R’ metrics: revenue, relationship, and reputation. ABM moves the conversation from product to value, strengthens customer relationships, and helps to deliver a consistent message throughout the customer lifecycle.

https://wiki.autodesk.com/display/MEWM/Global+Territory+Marketing+Playbook https://wiki.autodesk.com/display/MEWM/Global+Territory+Marketing+Playbook https://wiki.autodesk.com/display/MEWM/Global+Territory+Marketing+Playbook https://www.itsma.com/wp-content/uploads/edd/2017/02/ITSMA_ThreeTypesofABM_TB059.pdf http://autodesk.com http://autodesk.com

ABM EMEA 1:few and 1:1 strategy Playbook

INTRODUCTION

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 5

ABM customer engagement framework

LE VE

L O

F PE

RS O

N AL

IZ AT

IO N

LE VE

L O

F CU

ST O

M IZ

AT IO

N

IN CREASIN

G ACV IM PACT

1:MANY Global ABM campaigns

1:FEW ABM programs

1:1 ABM programs

Global campaigns

OBJECTIVES METRICS Strategic opportunity

conversion » High growth accounts

» Top strategic customers » Defined opportunity size/goal

» Max. 5 per ABM

Account cluster conversion » Account plans

» Sales and success objectives based

» Personalization per cluster

Programmatic ABM »Target SR/SI-aligned accounts

» Identify engaged accounts » Segment/solution campaigns

» Limited account insights

Transactional delivery » Product campaigns

» Brand campaigns » Lead Gen/transactional

» Contributions to expansion actions » Token consumption

» Executive engagement » Account engagement

» Pipeline and ACV contribution » Strategic opp. progression

» Executive and Buying Commitee engagement » Account engagement

» Target accounts aligned to SR/SI » Identify engages accounts

» Segment/solution campaigns » Limited account insights

» MQL conversion rate » Audience development

» eStore business » Pipeline and

ACV contribution

Account team lead

M arketing lead

ABM CUSTOMER ENGAGEMENT FRAMEWORK

The Autodesk ABM Customer Engagement Framework defines the type of customer engagement at every level of personalization and customization.

» Personalization is automated and at scale, serving the right content to the right customer based on data.

» Customization uses customer insights to inform content and campaign creation. Global campaigns support transactional engagement with customers.

REFERENCE For more information, view the ABSM Execution Model Page and the ABSM Execution Model Brainshark here. »

https://wiki.autodesk.com/pages/viewpage.action?spaceKey=MEWM&title=ABSM+Execution+Model https://www.brainshark.com/1/player/autodeskinc?pi=zGezihKECz1aNPz0&r3f1=2319673438356d7f2f65187829662722246f7614602b6625383d2f&fb=0 https://wiki.autodesk.com/pages/viewpage.action?spaceKey=MEWM&title=ABSM+Execution+Model https://wiki.autodesk.com/pages/viewpage.action?spaceKey=MEWM&title=ABSM+Execution+Model https://www.brainshark.com/1/player/autodeskinc?pi=zGezihKECz1aNPz0&r3f1=2319673438356d7f2f65187829662722246f7614602b6625383d2f&fb=0 http://autodesk.com http://autodesk.com

How Marketing and Sales work together

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 6

REFERENCE See the operating charter for more details. »

NOTE Best practices for effective collaboration with BDRs:

Use the ‘Audience Planning’ templates for a total contact strategy. This becomes a joint battleplan, detailing the revenue and engagement objectives and go-to- market strategy and tactics.

Communicate regularly. Refer to the Sales and Marketing Operating Charter for guidance.

Build a specific sales enablement workstream for campaigns, giving BDRs easy access to tailored content.

Leverage automated processes for efficiencies, such as setting up sequential messaging using the Outreach platform, as well as Marketo notifications and insights for campaign audiences.

Marketing and Sales jointly plan, execute, implement, and govern all aspects of the ABM program to ensure success.

» Activity only takes place when goals and expectations are shared between the two groups.

» Planning, workflow, and implementation of marketing plans is a joint process.

» Communication is aligned with the operating charter. » Governance of the account-based marketing strategy is managed jointly, with complete transparency.

Check the Stakeholder Alignment Project and Charters in the link below to learn more about best practices for better alignment between the Sales and Marketing teams.

ALIGNING BDR: A COORDINATED APPROACH

Active, ongoing collaboration between ABM, Sales, and BDRs is imperative for ABM programs.

A coordinated approach will help to drive valuable customer conversations, deeper account coverage, and conversion to a weighted pipeline.

This requires ongoing collaboration with marketers in their daily work, including pre-launch and set-up, configuring for effective outreach, lead management, and lead progression.

Aligning Marketing and Sales

https://share.autodesk.com/sites/GDG/SitePages/Stakeholder-Alignment-Project-Updates-and-Charters.aspx?source=/sites/GDG/SitePages/GDG-News-Feed.aspx&promotedState=1 https://share.autodesk.com/:p:/r/sites/ABMEMEA/Shared Documents/General/_FY23/1 to few Initiative/ABM_EMEA_1tofew_Template.pptx?d=w003d65b49c75488aaf91f11f2f7876ca&csf=1&web=1&e=0YsXkB https://share.autodesk.com/sites/GDG/SitePages/Stakeholder-Alignment-Project-Updates-and-Charters.aspx?source=/sites/GDG/SitePages/GDG-News-Feed.aspx&promotedState=1

1:1 Strategy

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 7

Lead Sales alignment, 1-2 accounts

Enterprise ABM 1:1, 4-6 accounts

Enterprise ABM 1:1, 4-6 accounts

Enterprise ABM 1:1, 4-6 accounts

Enterprise ABM Account Synergies

Team rolesNamed Accounts ABM focuses on roughly 170 of the biggest Autodesk customers in EMEA. The importance and complexity of these accounts means bespoke 1:1 ABM, delivered in partnership with the account team, can have the largest impact. To this end, Sales leadership can nominate a subset of the highest priority accounts (20 in FY24) for 1:1 treatment.

To ensure coverage for all Named Accounts, we make available targeted programs that can be deployed at scale — known as ABM synergies. In this way, we cover every Named Accounts with customer-centric marketing, including: social selling, account-specific resource centers on Folloze, 1:few and 1:many ABM campaigns, as well as key events like Automotive Innovation Forum, Rail Summit, AU and Exec Connect.

NAMED ACCOUNTS ABM: HOW WE WORK Stakeholders: In Named Accounts, the account teams are large—often five people or more from different disciplines. NA ABM is a peer to this extended sales team, working with Named Accounts Sales Executives (NASE), Expansion Accounts Sales Executives (EASE), Technical Solutions Executives (TechSE), Customer Success Managers (CSM), Consulting, Business Development and Inside Sales.

Resource allocation: To implement both 1:1 at focus accounts, as well as scaled support to all NA, we allocate resources as follows:

» 1:1 ABM: We invest 70% of the team’s time and budget to deliver a differentiated experience for the biggest growth opportunities.

» ABM Synergies: We invest 30% of time and budget to scale coverage to every Named Account and align with initiatives from Sales leadership.

Outcomes: We align our success to that of our extended team stakeholders:

» Reputation: Autodesk perceived as a partner and platform company.

» Relationships: We build relationships with customer stakeholders at all levels from the CXO to the user.

» Revenue: We directly influence five-quarter rolling pipeline (5QRP) and token consumption.

EMEA Named Accounts ABM vision

NAMED ACCOUNTS

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 8

How ABM ensures 100% coverage

1:1 ABM on selected accounts » 20 accounts

» 3.5 full-time equivalents

» 150 accounts » 1 full-time equivalent

» EMEA ABM Synergy programs » 1:many ABM practice

» Global campaigns » Project Ascendio campaigns

» Events: AU / AIF / Rail Summit

EMEA Named Accounts fully covered

Entitlement framework: Resource allocation aligned with Sales/ABM leadership

1:FEW

1:1

1:MANY

Q4Q1 Q2 Q3

ABM flight path

Value bank

Account intelligence

Strategic 1:1 Highly customized activities aligned with Sales/account

Stakeholder mapping and executive dossiers

Executive briefing in Boston

Thought leadeship programs

Executive engagement Identify, engage, and build relationships with executives

Social setting

1:few Named Accounts sales initiatives

1:few audience (MMA led)

EBA expansion Acquire new contacts and generate demand

Blogs, case studies, thought leadership, Redshift awareness

Global campaigns (product webinars)

EBA Awareness Folloze boardAlways-on Awareness, demand generation, and adoption

AUBIM World Rail Summit

THE 1:1 APPROACH IN NAMED ACCOUNTS

We tailor our strategy and execution to a single account — generic LinkedIn adverts and emails sent through marketing automation will not attract the attention of the account or the sales team.

We begin by aligning with Sales leadership on the selection of 20 accounts that will have the biggest impact on the EMEA business over 2-3 years. This is a deliberate multi-year investment in each account.

Together with the account team, we develop a 1:1 ABM plan for each account identifying results, objectives and activities that ABM can impact. We conduct research to determine the imperatives and challenges faced by an account, mapping them to the top-priority sales objectives. Using this insight, we develop ABM ‘plays’ that are highly targeted to stakeholders and decision makers. We use a standard framework across all 1:1 accounts, so that objectives, activity plan, and progress can be easily compared. This allows us to identify best practices and successes, as well as blockers.

Figure: Example ABM activities planned out over a financial year.

Figure: 100% ABM coverage of EMEA Named Accounts, showing detail from FY24

Photo courtesy of Robert Benson Photography

NAMED ACCOUNTS

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 9

Named Accounts 1:few tactics

Highly customized activities aligned with Sales/account

Strategic

Identify, engage and build relationships with executives

Executive engagement

1:many and 1:few awareness and demand generation

NA always-on marketing

Generate awareness of the EBA within the account

EBA awareness

Acquire new contacts and generate demand

EBA expansion

Opportunistic

EBA renewal

Our goal is to provide customer-centric marketing coverage for all Named Accounts. We offer a suite of ‘synergy programs’ that enable account managers to leverage activities and assets, such as social selling, account- specific Folloze boards, and case studies.

ABM Practice and Global Campaigns are a key component of our ability to scale. We fund and opt in to 1:many campaigns on a quarterly basis according to the needs of our accounts.

For high-priority sales initiatives that cover clusters of accounts, we develop scalable 1:few campaigns, such as Infrastructure and Common Data Environment (CDE), along with key events including Automotive Innovation Forum (AIF), Rail Summit, Autodesk University and Exec Connect. We also collaborate with the Mid-market ABM team to leverage its 1:few campaigns as appropriate.

THE 1:FEW APPROACH IN NAMED ACCOUNTS

1:few Strategy

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 10

» We align with Sales on business goals for ABM programs and customized engagement strategies.

» We partner with Sales, ABSM Practice teams, campaign development teams, content creation teams, and Autodesk marketing agencies to ensure ABM programs are highly relevant and engaging.

↳This includes leveraging account insights from account plans and the Know Your Accounts dashboard to orchestrate effective engagement strategies with our audiences.

» We activate and create content and experiences through digital and human touchpoints.

↳This includes high and medium touch engagements, such as customer events, customer references or quotes, and localized and customized campaigns for target audiences.

» We focus on scaling ABM to a 1:few approach.

WHAT IS 1:FEW AT AUTODESK EMEA? » 1:few means a group of accounts that share the same opportunities, challenges, and desired business outcomes, as well as a common set of characteristics, such as company size, geo, language, and number of employees.

» The opportunities and challenges are surfaced via research into a subset of accounts–or ‘lighthouse’ customers–that are representative of the broader group.

» 1:few is not about the number of accounts, but rather it is the level of customization for the identified audience and its challenges. The customization level usually increases throughout the customer journey.

» 1:few is the scaled-up motion of 1:1. The accounts within a 1:few audience receive highly customized experiences, content and go-to-market strategy.

Mid-market and Strategic Territory ABM

MID-MARKET ACCOUNTS

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 11

SALES MARKETING

Alignment Where Sales and Marketing meet

Define objectives and agree on the joint pipeline.

» Sales and Marketing agree on key segments to prioritize for ABM.

» Mutual commitment on objectives and pipeline goals strengthens alignment between stakeholders.

Step 1 Sales alignment

Audience segmentation and identification.

Reviewing the account/engagement pipeline helps us identify those accounts with the most potential for commercial improvement. For example, segmentation criteria for 1:few:

» Audience selection of 20-40 accounts. » Define 3-5 lighthouse customers to act as proxy

for the audience.

Step 2 Account selection

HIGH ENGAGEMENT

HIGH PIPELINE

LOW PIPELINE

LOW ENGAGEMENT

» Based on 3-5 lighthouse accounts, perform research to understand business drivers. Understand the main challenges, as well as opportunities and outcomes.

» Make decisions based on account insights and data available in the Know Your Accounts dashboard.

Step 3 Account intelligence

ACCOUNT

Challenges

Audience owners

Opportunities

Ecosystem

Data insights

Step 1

Step 2

Step 3

1. Sales alignment: Define objectives and agree on the joint pipeline.

2. Account selection: Audience segmentation and identification.

3. Account intelligence: Perform market research to understand business drivers of the specific accounts.

4. Planning: ↳Value proposition and message definition. ↳Content strategy creation and customization.

5. Execution and optimization: Campaign development, orchestration, and ongoing optimization.

6. Measurement and reporting.

1:FEW AUDIENCE PROCESS

The 1:few audience process is comprised of six steps that together ensure specific KPIs and sales goals are met:

The step-by-step

MID-MARKET ACCOUNTS

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 12

Value proposition and messaging definition.

» Finding points where data streams overlap helps us define the value proposition and messaging for each audience.

» Develop the message from the insights. » Develop the messaging house.

Step 4 Planning

FIRMOGRAPHICS

INTERNAL ADSK DATA

INDUSTRY RESEARCH

Step 5 Execution and optimization

Industry

Sales

Marketing

Audience owner defines strategy and executes program.

In collaboration with stakeholders, refine strategies and tactics, execute program and optimize as necessary.

Step 4A 1:few content process

INSIGHTS VALUE PROPOSITION

THEME

DELIVER

OUTLINE COPY

PERSONALIZE AND LOCALIZE

DESIGN AND PRODUCTION

For more information visit the ABM Content Team wiki.

Audience owner + SME + Sales input

ABM content team + audience owner

Local marketer

ABM content team + review by audience owner + SME

KPIs

Indicators

Goals

» Based on shared objectives, KPIs, and leading indicators, Marketing tracks the success of the campaigns using the QBR/QBP template available here.

» Campaign goals are based on objectives and KPIs shared by both Marketing and Sales.

Step 6 Measurement and reporting

Marketing review

+ Sales review

Step 4 Step 4A

Step 6Step 5

https://wiki.autodesk.com/display/ABSM/Thought+Leadership+Research+and+ABM+Content+Team+Home https://share.autodesk.com/:p:/r/sites/ABMEMEA/Shared%20Documents/General/_FY23/QBR%20%26%20QBP%20Plans/QBP_QBR%20ABM%20update%20Template.pptx?d=w47dd5f16ef254cbb8817b1b519d3774e&csf=1&web=1&e=V5eSRy https://wiki.autodesk.com/display/ABSM/1%3AFew+ABM+content http://autodesk.com

STRATEGY & PLANNING

How we measure success

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 13

Revenue ACV and pipeline created

Reputation Net promoter score

Relationship » Engagement scores » Executive engagement

ABM success depends upon a balance of outcomes in three key areas.

How we measure success

% of engagement lift within the accounts

% of accounts with high or very high engagement rate

% of engaged contacts growth

# of MGL/MQLs created

$ pipeline created

$ MoM pipeline growth

$ pipeline closed won ACVL

NOTE Leading indicators measure performance that contributes to sustainable and long-term growth within accounts across the three key areas of reputation, relationship, and revenue. Examples include:

How we measure success

MEASURING SUCCESS WITHIN NAMED ACCOUNTS Our success is not measured in leads or marketing-sourced pipeline, but the influence we have on our business with customers. This includes the brand recognition and reputation of Autodesk within the customer, strengthening relationships with key stakeholders, and ultimately impacting the sales goal of growing 5-quarter rolling pipeline and token consumption.

MMA AND STRATEGIC TERRITORY

Our overall KPI is marketing contribution to pipeline, i.e. the percentage of pipeline that can be attributed to marketing activities (e.g. 45 % Marketing contribution to ACV). Marketing contribution can be sourced or influenced.v1

Data is in the DNA of ABM methodologies, from how we build audiences to how we measure success.

Data enables us to make better decisions and provide valuable input to QBPs (forward-looking) and QBRs (learnings from current quarter).

We use KPIs and leading indicators to help us measure performance and understand where in the buying journey we should invest to strengthen success.

HOW WE MEASURE SUCCESS

INTERNAL USE ONLYABM EMEA 1:FEW AND 1:1 STRATEGY PLAYBOOK 14

Engagement scoring model goes beyond a single individual

Before: » Individual contact » Might or might not

be part of the decision-making buying committee

» Addresses an individual’s need

Now: » Account-based view

of contacts » Addresses the

buying-committee » Addresses the

company’s needs

LEADS

Contact-based view

ACCOUNT

ACCOUNTS

ACCOUNT

Account-based view

TRANSITION

LOW MEDIUM HIGH VERY HIGH

ENGAGEMENT SCORE

Expanding opportunities with an evolved marketing contribution model

NEW FRAMEWORK

INFLUENCED

ONLINE

HIGH TOUCH

TRIAL

DOWNLOADS

ORGANIC

COMPANY ECOSYSTEM

EXECUTIVE SOLUTION BUYER

TECH ADMIN

END USER

MGL

MQL

SOURCED

Engagements directly generated by marketing activities

Engagements already in progress but influenced by marketing activities that

accelerated or enhanced the customer's buying journey

Marketing contribution is now a combination of

Marketing sourced

+ Marketing influenced

EVOLUTION TOWARDS AN ACCOUNT-BASED VIEW Currently, ABM delivers leads and contacts to Sales. However, in the future, we aim to view the entire account, because focusing on and delivering a single lead doesn’t address the needs of the entire account.

EVOLUTION OF MARKETING CONTRIBUTION Marketing-sourced contribution is the engagements directly generated by marketing activities, measured as MQLs or MGLs.

Marketing-influenced refers to the engagements already in progress that were influenced by marketing activities and thereby accelerated or enhanced the customer’s buying journey.

We are transitioning to a model where instead of counting only marketing-sourced, the new framework of marketing contribution also takes into account all the touch points related to a business opportunity. Marketing contribution is now a combination of marketing sourced and marketing influenced.

An opportunity only counts as “Marketing-contributed” if the engagement across all contacts at that account reaches

a high or very high level, as determined by our engagement scoring model. Examples of engagement include content consumption, event attendance, and form fills.

The transition to marketing-influenced reflects two important factors:

1. The complexity of a sale within MMA and NA accounts requires us to reach out to the whole buying committee to uplift opportunities.

2. Converting one lead to one opportunity does not create the environment needed to digitally transform a company. We therefore target all people in the buying committee to achieve long term business outcomes.

That is why for MMA accounts and Named Accounts it is important to evolve the model into a much more comprehensive approach that addresses business needs at the account level, not at an individual level.

» Global Territory Marketing Playbook » ABSM Execution Model Brainshark

» State of ABM survey » Listen to Christian Weiss podcast for a narrative on the playbook

Reference documents:

» Gabriella Carloni » Katharina Ehrke » Tristan Jones » Caroline Jussa » Mar Juvinyà » Markus Kuhlo

» André Lübken » Hemang Mistry » Pascale Naillard » Caroline Potter » Akhil Purohit » Agnieszka Staniewicz

» Clare Thomas » David Waterhouse » Christian Weiss » Michael Wescourt » Judy Wilks

Sourced by marketers for marketers! Thank you to all our collaborators and contributors:

ABM EMEA 1:few and 1:1 strategy Playbook

https://wiki.autodesk.com/display/MEWM/Global+Territory+Marketing+Playbook https://www.brainshark.com/1/player/autodeskinc?pi=zGezihKECz1aNPz0&r3f1=2319673438356d7f2f65187829662722246f7614602b6625383d2f&fb=0 https://www.forrester.com/report/the-state-of-account-based-marketing-in-2022-abm-deployment-types-decoded/RES177690 https://hubs.la/Q01mKCYg0 https://hubs.la/Q01mKCYg0

Button 15: Button 16: Button 5: Button 10: Button 7: Button 13: Button 14: