Episode 168: Audit ABM with Andrei & Vladimir

In this episode of Full-Funnel Live, Vlad and Andrei provide a definitive guide to ABM evaluation. They'll equip you with the frameworks and metrics you need to diagnose your program's health, identify hidden weaknesses, and demonstrate clear, tangible value to your leadership.


Join us to learn:

• How to evaluate if you’re running ABM program according to best practices

• How to evaluate gaps in the ABM program that lead to poor performance 
• Evaluating ABM efficiency with leading and lagging indicators, and pipeline metrics

RESOURCES:

On-Demand B2B Marketing Courses: https://fullfunnel.io/b2b-marketing-courses/

Full-Funnel Insider - A Marketing Newsletter For B2B Marketers: https://fullfunnel.io/marketing-newsletter/

Join our community for B2B marketers - The Trenches: https://trenches.community/

Upcoming events: https://lu.ma/fullfunnel/events

Full-Funnel Marketing Content Hub: https://fullfunnel.io/blog

Vladimir on Linkedin: https://www.linkedin.com/in/vladimirblagojevic/
Andrei on Linkedin: https://www.linkedin.com/in/azinkevich/

Episode Transcript

Speaker 1 (00:04):
This is the Full Funnel bt B Marketing podcast, brought
to you by full Funnel dot Io. Let's start.

Speaker 2 (00:14):
Everyone, We're back with our new episode of full Funnel Life.
And for this week, we selected a topic that apparently
appeared on our radar folk quite a few months, repeatedly

(00:34):
and more precisely, whenever we had discovery calls with the
new prospects about account based marketing that was kind of
a repetitive pattern where let's say CMOS or the piece
of marketing we were talken through. They were saying, my

(00:55):
team has anyhow running ABM, we are doing some sort
of it, and like, how can we how can we
find it right? And the truth is that if somebody
is coming to us, it means that they are usually
not satisfied with how the program, but another let's say site,

(01:18):
they have sales team, product client success leadership who might
have different opinions about account based marketing, different perception or
understanding of account based marketing. There all of marketing and
sales in a b M right, And what we decided
to do today is basically sharing with you the six

(01:44):
core components. Obviously, you can spend way more time and
we could prepare a much bigger least for your audit.
But we just selected these six most common areas where
companies are not So let's say they are making mistakes
that a leading to let's say, lower efficacy of the

(02:05):
ABM programs. Right, Let's put it like this. I don't
want to call it they're doing it wrong way or
they're doing it incorrectly, but let's say they're doing it
that way. That leads to the program and the performance.

Speaker 1 (02:19):
That's the key.

Speaker 2 (02:20):
So we're going to share. We are going to share
with you this six core areas, will share the kind
of the setup that leads to the lower efficacy and
the setup that leads to the better efficacy, and how
to fix it right, how to go from let's say,
how to refine it. Uh, you're very welcome to ask

(02:43):
any questions, and let us know in the chat where
you guys all joining us from where again broadcasting from
Signy and warm Spain. Let us know in the chat
where you guys all join us from. And while you're typing,
I'll just quickly move forward, right the current state of
a BM that we are constantly Here is what I

(03:06):
just said, and this is how this is. Uh, this
was recently defined by one of let's say, B two,
B C. Most we were talking about, uh about ABM.
We are doing ABM already. We have a named account
list that our sales team is targeting and our marketing
team is trying to get in front of them. Technically,

(03:31):
that could be called account based marketing. You have the
shared list of accounts, sales are prospecting them, and marketing
is targeting them. Can you call it a BM for sure? Right?
But the problem is what's jalay Uh, the CEO and

(03:52):
co founder of Mutiny, described brilliantly in that post right
that ABM is the teenage sex of the new decade. Right,
a lot of well, let's say everybody is talking about
it if you are actually doing it, no, almost nobody
is good at it, right, And the problem is that

(04:12):
there is no formal education of ABM. Let's be honest, Well,
do most of us learned about ABM. Most of us
learned from the content created by ABM vendors by platform
first of all, by technology vendors by platforms, and that
set up the understanding. While let's say not so many

(04:35):
of us learned the hard way. For example, what used
to work for Sonya for big corporations and corporate projects.
I used to be an enterprise sales and market and
where my market was limited to kind of fifty plus
core retail chains and the contract values right from five
hundred k to fifty million dollars per year, right, and

(04:57):
then the only thing that you could do is just
account based marketing. And we have kind of pretty different
understanding of how good ABM looks like compared to let's
say the conventional ABM knowledge. So that being said, this
is kind of the state, right, the state that lots

(05:20):
of teams they think they are doing ABM, but it's
quite often it underperforms. So from that perspective, we are
going to share with you these six core layers highlights
the setup of like let's say low FIC as a
setup and high I think as a setup and how
to fix it. And the first one I'm going to
past microphone to what is account is building at the

(05:43):
account selection right, the most kind of the most common
mistake is happening.

Speaker 1 (05:50):
Thank you Andrey, Hello, welcome to everybody joining from actually
all over the world. And as always, there is some
discussion about ABX. Patent said ABX as a joke never
caught on. It's true that actually I run into this

(06:10):
frequently that internally in the organizations, the fact that we
call account based marketing marketing, that there is a word
marketing in it just makes everybody assume it's a marketing responsibility.
And the way that we were thinking about this internally
and sometimes how we present this two prospects, this account

(06:32):
based motion just to kind of avoid the marketing trap,
because indeed, when done without sales, it's not effective. Right,
So let's dive into the first aspect and when we
looked at the programs, because a lot of times we

(06:53):
might be invited by our prospects and our clients to
help them fix an ineffective program in effective accountanies marketing
program or accounty motion and one of the categories or
one of the characteristics of let's say good well performing
programs and also our performing programs that we see everywhere

(07:15):
that makes one of the biggest differences is exactly how
the list was built and the low efficacy way of
building the list. And something that we see everywhere is
usually the sales will share their lists with marketing and

(07:38):
maybe in addition, what happens quite frequently is hey, you
know what these are our lists of target accounts, and
by the way, these are the industries that we are
focused on so marketing. What they do is they basically
kind of build two lists. There is the sales list,
and then they also include in other way targeting let's

(08:01):
say all the financial service companies in the United States,
all SAUS companies that are larger than five hundred employees
in North America or such broad targeting based on the industry,
the size of the organization, and then targeting specific titles

(08:22):
in there. And while there's actually nothing wrong with sales
lists per se, the problem is that I always think
about this anecdote when I was speaking to one of
sales director and asked him about how their sales lists
were built, and he was like, well, we just take

(08:43):
the biggest accounts in our territory. That's basically how they
build a list. And I'm not saying that every sales
team is doing that. There let's say more advanced or
more refined ways in which they are building the list.
But very frequently these lists are there is no indication
that these accounts actually may have a need, There is

(09:05):
no indication that they might actually be a good fit.
There are no specifically, there is no sufficient research being
done to basically say, hey, you know what, these are
a good fit. They actually have a need or there
is some indication, some signals that these accounts may have
a need for a product like us. And there is

(09:27):
another aspect of it, and this is so other than
being broad or having lists where there is no necessarily intent,
there is not even necessarily a product need, is that
these lists are treated as static. And what do we
mean by that is there is a list and we
go after that list and that doesn't change. Well, maybe

(09:48):
it's reviewed quarterly or yearly or whatever, but usually this
is a static list. And of course we know that
these accounts, they don't sit still. There's stuff that is
happening the market, that is stuff that is happening within
those accounts, and we need to take that into account.
In other words, we need a more dynamic view of
our target accounts. So how does a selection look like

(10:12):
for high efficacy programs or those who usually achieve better conversions,
better results. Is that we take We take the source.
We can take those sales lists for sure as a source,
but we also look at the intent data, the intent

(10:32):
based on the research and the intent data, just intent
and engagement data. And we actually so again, you don't
necessarily have to say, hey, you know what, I'm going
to ignore the sales lists. You can actually in a
lot of organizations, you might not even have that choice.
You might have to actually focus on the sales list.

(10:54):
But at least what you need to do is prioritization
of those lists. From the hundreds of accounts that are
in that list, which of those do we need to
focus on, and not necessarily hey, just let's sort them
by size and start from top to bottom. Let's stay
the top ten. So when we are talking about the

(11:18):
numbers here, we are talking about numbers that are related
to the number of people who are actually actively working
in the program. So you cannot just say, you know,
your list should have fifty accounts. Well, depends on how
many salespeople are actually involved in actively engaging with those accounts.

(11:40):
Because one person, if a one person is supposed to
create personalized approach, an account plan, and a personalized approach
to each of the ten different buyers in those fifty accounts.
We're talking about five thousand people fifty accounts. I don't
know how many different departments that you need to study, understand, research, engage,

(12:04):
et cetera, et cetera. That's obviously impossible. That's why we
always speak about the size of the list in function
of the number of salespeople that are involved in behaving program. Okay,
and then I also mentioned prioritization, and the way that
we look at prioritization is basically according to three main criteria.

(12:29):
Let's say, the level of awareness. Are these accounts even
aware of us? Or are they not aware of us?
In other words, if these accounts don't even know that
we exist, if they are not regularly engaging, visiting our website,
or aware of basically our value proposition what we can

(12:51):
mean to them, then that would be our job. Right.
Our job is then to basically create awareness, and there
we can have a larger amount of accounts, and it's
usually marketing mainly who is kind of taking care of
those accounts and creating awareness. Now that we have accounts
that are aware of us, then we can make a difference. Okay,
they seem to know us, but do we know them?

(13:13):
In other words, do we have any indication that they
actually have an active need? Is there some indication that
they're actually looking to solve a specific problem. Is there
some priority, some strategic priority initiative, strategic initiative happening in
those target accounts that might be driving the need for change.
Are the new executives coming on, are theyre hiring new personnel,

(13:37):
Are they in target department, let's say in our case,
maybe they're hiring a new AVM lead. Are there any
other educations that are meaningful to you that these accounts
may be showing some signals, some that you can basically

(13:58):
based on your research, is on the signals the derived
that they may have a need. And it's also very
important to take into account that not everything can be
found out by just looking at their website, at their
quarterly updates or any other public information that we have

(14:21):
access to. Some of the information, actually the most interesting
information you can only get from the inside, from the buyers,
from the people who are inside those accounts. I sometimes
call it like insider information because maybe there is like
strategic priorities on the high level that have been communicated

(14:44):
by the CEO, But really how that trickles down and
how that translates, and whether they're actually actively looking for
a solution to a specific problem. You might only be
able to find that out through a call or other
kinds of conversation with the buyer. And that's why it's
so important that we also involve sales, especially sales development,

(15:08):
earlier in the process. And that's why we speak about
this middle list. So the left one that you see
here is cluster ICP. These are all the accounts that
belong to the target cluster that we have identified and
want to focus on, that are not aware of us.
And then those that are aware of us, but we

(15:29):
don't really know them, we don't have information. Now what
we need to do is we need to start researching
those accounts. We need to map their buyers. They start,
need to start engaging those buyers and try to get
information from both research the signals that engagement and tense signals,
but also through that engagement, through that sales engagement, also
try to get some insider information. And finally, the third

(15:51):
group are those who we know them. They know us,
there is sufficient evidence signals to make us believe that
they indeed have a need and they are actually there's
multiple engagements. Maybe there is an initial relationship at least
like it's easy. There is maybe back and forth between

(16:15):
one of our salespeople and one of their buyers, even
if it's just on social or email, so we are
able to kind of start a conversation with them. We
put them in active focus. So these are the accounts
that we're focusing on. So coming back to the numbers,
how big business should be, Well, when you look at
the active focus where you're basically driving kind of personalized

(16:37):
one on one personalized programs, trying to engage in book
discovery calls with those accounts there we are talking about,
you know, maximum ten, we are talking about a handful
of accounts. When we're talking about future pipeline accounts, we
are talking about a couple of dozen, right, so we're
not talking about I think fIF mexic in fifty is
really already quite a lot. I would say, right, you

(17:00):
may even have fifty just in the custoizity depending on
the size, and you become complex to the number of
buyers that you will have there. So to sum it
all up, what we want to do is we want
to prioritize accounts based on their level of awareness, based
on also the revenue potential and also whether there is

(17:23):
there are any signals that they're engaging. There is some
relationship being formed, and there are some signals that they
might actually be in the market, that there might actually
at least have a problem high priority problem there that
have the need for your product. These these are the
kindomcrit here that we would use to select those accounts.
So very different than just going after all the accounts

(17:44):
that sales send to you.

Speaker 2 (17:46):
Yeah, and also I would love to say that that's
very different from like conventional ABM knowledge. Why you have
one do many and one to few, one to one,
and you separate all the accounts and then you pat
you define for one to one, I want to have
the X number of accounts, and what happens here it's
maybe the biggest where the biggest let's say challenge lies

(18:12):
is marketing says, hey, here's the philosopher one to one
cell say, oh fantastic, we have prioritized this. Let's say
five biggest accounts in our area, which seems to be fine.
But the problem is, let's think about we want to
sell to JP Morgan, right, and five biggest banks JP Morgan, Morgan, Stanley,

(18:35):
you name it, right, what happens next? We have no
connections there, we have no idea if they're in the
market or if any business unit is in the market
with whom we should engage, etc. Which means that with
one to one ABM, we are supposed to create awareness first.
But will sales actually be doing this and all? And

(18:59):
let's ask a honess question. Are there any organizations that
will allow sales and market and spend inenormous time on
just creating awareness in one account and at the end
just understand that this account is not in the market.
This is the biggest problem and this is where we
feel the fundamental mistake lice when companies say, hey, we

(19:23):
are doing this one to one one too many, et cetera,
and when they start selecting account and mentione it too. Now,
as we promised, we're going to share how to fix it.
So what I did. I also made screenshots from our
course about account this marketing, So if you guys would
love to dive deeper into the process, because obviously we

(19:45):
can't just come up with the actual exercises and show
this in detail. So we're going just explain the principles here.
But if you want to dive deeper, you can you
can take our course which is the part of full
Final Academy. Now what we're going to do as the
first step for this account selection, right, we need to

(20:09):
as what mentioned, we need to define account qualification criteria, right,
what criteria we are going to apply to generally select
the accounts first, and then define this account prioritization criteria.
How we are going to segment these accounts between these
three sub lists? Where should we start? We shouldn't start
just simply ask and selles, Hey, what are the best

(20:29):
accounts we want to target? The best scenario is when
you pick up one specific use case. And we spoke
many times about why use case or cluster based ABM
is much better than let's say, vertical based, et cetera.
For a specific use case, you extract the biggest deals

(20:50):
and the fastest deals, depending on how much data you have. Well,
usually recommend to look at the last twelve to eighteen
months because it's still fresh, right, and we recommend you
to extract maybe a suite of five deals again depending
on how much data you have, right for that for
that specific use case, biggest and fastest deals, and also

(21:12):
recommend to look at the five recent loss recently lost
deals for the same specific use case. When you extract
this data, you can start and this is obviously a
joint exercise between marketing and sales. You need to involve
false account executives for this exercise. You need to discuss

(21:32):
a key So what are the patterns we're seeing here?
What are the characteristics of the accounts that are making
them a great feed? And it could be fun I
mean pharmographics. Everybody knows. I don't need to speak a
lot about this. But what other criteria. Maybe some technologist
set up maybe missing I don't know, missing missed critical

(21:54):
components and the infrastructure. Maybe they are hiring for specific roles,
and this is an evidence that this company is going
to prioritize a specific solution, opening new offices, whatever, Right,
the key point is to understand these patterns and our
next step while we're doing this, we want to leverage

(22:17):
these patterns and create account qualification. And this qualification criteria
you can see our example. Obviously, our example is way
more simplified. We're not let's say, we're not that sophisticated
a company and were already created a pretty niche market.
But still you can see some important criteria for us.

(22:39):
For example, the distributed go to market teams. We know
that let's say from the longevity of our projects. The
companies that have multiple go to market teams and multiple
regions let's say Emia, North America, A, et cetera. Right,
for us, this is a sweet spot because then we're

(22:59):
held companies to create a central framework and adapt it
to the regions. We look at all side sales and
marketing team size because the question is do we actually
have I mean from the company side, right, do we
actually have resources to implement ABM, Because let's not pretend
that it could be done, you know, with just somebody

(23:22):
who is going to spend a few hours a week
and assume that it will move the needle. Right, This
is the key. Next, when you analyze these deals, it's
essential to extract the entire buying committee, not just saying, hey,
we're selling to the piece of it. See No, but
you just need to understand the entire kete actually from
top to the bottom, right, who are the end users,

(23:43):
who are the champions, who are the decision makers and
budget holders, etc. And if you'll do a deep analysis,
not just generic you know statement, hey we're selling to
this VP plus or C plus level. No, when you
start looking at when you analyzing the deals, you'll see
who exactly is engaging and you can uncover tons of

(24:04):
different profiles that will be helpful for your marketing. And lastly,
why we do the analysis of lost deals because we
want to understand the same patterns, right, what makes this
account a bad feed? Because sometimes there are companies like
you can see the account qualification criteria on a paper,
they looks fantastic, right, and we want to say, okay,

(24:27):
this is the perfect account, We're going to work with it.
But then you have a discovery call and then you
realize that it's a bad company due to certain criteria. Right.
So that's why it's essential to identify this criteria, make
them tangible together with sales, and then when you receive
sales list, you're the first thing that you do. You
qualify all accounts due to this jointly approved account qualification criteria.

(24:53):
When it's prioritized, then you start doing this account prioritization criteria.
What blood already covered last ICP very simple. Here what
we all qualified accounts right now? Which of those accounts
should be moved to future pipeline accounts? You need to
sit down again together with cells and create a joint
definition of engaged or an account that is aware of

(25:18):
your product. Right, there is like sometimes we get on
this question, what is like a good indicator of print awareness?
And the only good answer to this is the one
that you agree together our cells that you can leverage. Right,
you need to kind of define the behavior if you
want some signals that this account should demonstrate, so you

(25:39):
can say for sure, okay, this account is engaged. We
can now move it to the future pipeline list right
where you are going to spend more time on the
buying committee MAPP and multis read and engagement, et cetera,
to validate their needs and lastly actually focus the same story.
What criteria will tell us that this account is in

(25:59):
the market, there is an evident need that we can
help them with our product. We can create this, we
can create certain solutions for them, and we have the
relationship with these accounts. So these are the core steps
that you need to take. And you go from like, okay,
we are trying to get in front of the accounts

(26:21):
that selles our perspective to precise account least where you
know what you both, I mean both marketing and sales
are going to do. This is critical. So that being said,
let's move to the second layer, which is our favorite,
account research. Everybody claims they are doing this, but where

(26:43):
to us Quite often it's very far from how good
account research looks like and how it should be leveraged
and the final past macro front of that. Guys, feel
free to type your questions in the chat and the
Q and A section will make sure we're going to them.
So now was that then said, let's move to the

(27:03):
account research.

Speaker 1 (27:05):
So account research is you might do a bit of
research or so the initial research when you're qualifying the
accounts to even include them in your list, but once
the accounts start, once the accounts are included in your
future pipeline list, the second list, second priority, let's say,

(27:28):
is when you should start more in depth research. So
let's look at how it looks like when it's done,
let's say, with room for improvement, and how it can
be done better. So a lot of companies, Actually, I
think it's not that the companies and that there are
no individuals within those companies that are not doing account research.

(27:53):
I'm sure that there's always you know, a few good
account executives who will spend a lot of time and
will know exactly what to look at when they have
a qualified opportunity or a qualified inbound let's say lead
or something like that, they will spend time on that

(28:13):
target account and they will die and they will do
a lot of research there. What we're talking about is
actually something that should happen earlier as a part of
developing that pipeline. So account executives are really good, but
they are focusing on active pipeline and I'm talking about
a step before and this step is usually supposed to

(28:35):
be done by the BDRs SDRs, and some companies that
actually have account based marketing staff have actually team members
they're doing part of that research. And then it's kind
of I think the biggest problem is that there is
no standard there is no standardized process. And the biggest

(28:58):
problem with that is not that we are such stickler
for you know, having a checklist, but it's really about
what is the actual information that we are looking at
that we're looking for, What do we need to know
about those accounts? And as important, what are we going
to do with that information? Because I've seen a lot

(29:21):
of times what happens is that you know, you know,
maybe a consulting company comes in or they hear about
it Okay, we should do more research and personalize more.
But what really happens is that they start with that research,
they uncover a lot of interesting information, but then okay,
what do we do with that? I think that's also

(29:42):
important to basically connect the dots between that research and
actually what you're doing with that, so that it actually
starts making sense that you're putting that in practice. So
standardized process. What is the information that we that we
are looking for and why? Second, how are we doing that?
Is it just pure purely based on what the databases

(30:05):
and technology, like tools like deep research from tragedyp or
you know click can do for us and find out
in a quote unquote scalable way, And like where is
this information stored? Like is this information that you know?

(30:26):
Very frequently it might be in that clay table, or
it might be at the best case, you know, some
of the data might end up in the CRM. But
in most cases, what is missing is a kind of
a three hundred and sixty view of that account because
there is very frequently some information that marketing has in
their system. There is some information that sale sales might

(30:49):
have in their tools. Maybe even a lot of times
I've seen like sales team to having each salesperson having
their own spreadsheet or a document for each account that
they're researching, and maybe some information in the c is
in the CERRRAM. And these silos also create this what
we call account blindness. Right, So what do you look

(31:09):
for how you're going to use it? Is it limited
to what the technology can find out in a quote
unquote scalable way, and whether you have one place where
you're actually collecting all of that information. And then I
mentioned already the way that it's being used very frequently
in low efficacy a count research approaches. What we're basically

(31:31):
looking for is to get some insight about that target
account so that we can say, hey, Andrey, I see
that you're focusing on training client teams through full funnel academy. Right,
And then basically they mean it's true, it's personalized. It's true, right,

(32:00):
but really what you see there as a third sentence,
I've built an AI system that delivered ten to twenty
qualified meetings a month, which is the pitch of the
product that doesn't change. So it's not like I have
a solution to a problem. No, I have a solution.
I have a hammer and everything looks like a nail,

(32:22):
and I don't care. I just want to attract your
attention with that first sentence. But then I'm going to
pitch you the unrelated meeting. So I love how John
Miller explains this. He says, now each prospect gets a
uniquely personalized, uniquely irrelevant email in their inbox, which is

(32:46):
really what this is if you look at it right.
So how does it Where does this come from? A
lot of it comes from actually from the technology providers
out Please correct me if I'm wrong. If there is
anybody who is attending this, like who hasn't heard about

(33:06):
Clay or maybe GTM Engineering. They are like very hot
terms about you know, AI agents that are you know,
running the SDR motion and replacing whole teams and doing
all these research and personalized outreach. They're different angles to

(33:29):
the same story, which is the story that we're sitting here. Essentially, Okay,
let's get some information and then use that in the
same old way, in the same all outbound way, trying
to make the first part of the email, let's say,
more personalized, but still basically doing the same for everybody.
So a lot of the marketing, a lot of marketing

(33:52):
dollars have went into you know, promoting tools like that
like Clay, and they have a huge community of people
who are, you know, sharing recipes for Clay et cetera.
And we we are, we love the tool, we are
using it ourselves. We there is a lot of use

(34:12):
for the tool itself. That tool itself is not a
problem at all. So please don't get me wrong. When
I'm not here trying to beat down on Clay, I'm
just on the contrary.

Speaker 2 (34:26):
On the contrary, it's an amazing tool that is completely
miss misused to this.

Speaker 1 (34:31):
Being misused by a lot of people exactly exactly so,
and it's it's it's a piece of the puzzle. That's
how you need to treat it. So what does a
good account research look like? High efficacy is basically, first
of all, you need to understand what are the actual
research questions. What we always like to do is we

(34:52):
like to sit down with an account exact I also
love to start with the sales director and then sit
down with actual accounting executives and just take one specific
account and just ask them basically, if you had to
pitch this account tomorrow, if you had to bet your
commission on this account, what would you like to know?

(35:13):
And then show me also step by step, just take
us through this process. What are the questions that you
will need to answer about this account? What are the
things that you would like to know to be able
to prepare one hundred percent personalized pitch if you like
to also be able to evaluate whether it's worth patting
information on this account. Right, and so, usually when you

(35:35):
start going through one account and start digging deep, you
may uncover like ten fifteen different research questions. You know,
and you mentioned some of them that are more about
qualifications and signals, like, you know, are they maybe are
they hiring a specific role? Maybe if your solution is

(35:56):
linked to specific regulations, then specifical locations may makes sense.
Other locations may make no sense. Or specific location states
countries are really interesting right now because they have changing regulations.
Maybe I took that example too far. You will be
looking at things like basically how maybe how the team

(36:21):
is structured. You will be looking at the company news
specific and when we say company news or updates, it's
not about just like collecting the latest updates about the company,
but you're looking about specific initiatives. So let's say you
are selling a retail solution, and you know that the

(36:49):
pain that you're solving is really very big for those
retail chains who are opening new locations, while you may
be looking for an announcement of new locations being built
on new acquisitions from that target account. So when I
say company news, I mean the specific information that you

(37:09):
can find the companies. And maybe the way that I
should have explained it is that there is a research
question are they opening a new location? And then there
is like the source where can we find that information?
Is that information that we should find out on the
website in the company news? Should we google that company?
Should we google interviews from the executives you know on

(37:32):
podcasts or in press? And also very important is not
to disregard the information that you can basically only collect
from the inside, information which it can basically only collect
from people who work in that company or maybe from
common connections. Right. So sometimes there is an important piece

(37:53):
of information that you need to know that will only
will only be able to find that out by asking
a question of somebody who works in that company. So
the one last part that I wanted to mention here
is has to do with the the removing the account

(38:16):
blindness or collecting all the information about them on account
in one place. So what we always document is the questions, Okay,
why what is actually the information that you're trying to
find out? Then? Why why are we going to use this?
Why is this important? How do we find that information?
Where do we look for it? Is it the information

(38:38):
that we need to ask when you speak to the
prospect that the event, or maybe it's something you can
ask in a different way. I think Andrew you'll mentioned
those examples. And how should we store that information? Is
there a custom field in the CRNG that they should
fill out, or should we sort it in the account
scorecard note or whatever you call it in your CERRRAM

(38:59):
Usually like keep them in the serum. And once you
know that, then I think again, maybe will talk about
this more, But only then it actually makes sense to
try to deploy tools like Clay or other AI or
other tools to get some of that information. But then

(39:20):
you know exactly what it is that you're looking for,
you know the source, you know how you will use it,
and also you have a quality benchmark. You can check
whether what the tool will produce is complete enough, will
give you quality information, will even be right, because we
all know that very frequent, I mean doing the country

(39:40):
such I've seen a lot of hallucinations. I've seen like
a lot of accounts being selected. Oh they're doing this,
and when you dig deeper, you see this is news
from five years ago. Although explicitly said I only want
news from the last year, No, it's gonna you know it,
it's gonna still dig up the news for five years. Anyhow,
without going into more t I think I cover kind

(40:01):
of the main points about the country research and maybe
you can share the process.

Speaker 2 (40:06):
Yeah, I would just also highlight the usage, right, Like
that's why we'll all previously we discuss this philosophy of
different lists, and when you have accounts in future pipeline
and active focus lists, having this fundamental information would actually
drive your next step because in ABM there are no

(40:27):
linear playbooks, especially when you move accounts to active focus
where you want to create opportunity, you need to leverage
the momentum and listic like all this information that is
available of accounts, not just saying oh but I read
that in the playbook it says I need to send
just an email or whatever. Somebody designed the linear playbooks.

(40:47):
No way you're not going to do this every single
now when account is engaged and you want to create
sells opportunity, and we're talking about big deals, right, Let's
be honest, we're not talking about seven fifteen dollars lives.
So the entire point is, Okay, knowing this, how are
we going to use this? Is there any piece of
content I can send? Is there anything that I I

(41:10):
potentially can leverage? Who is going to connect with whom
or contact whom? Right? That is? That's that is the essence.
So with that being said, the count research is not
used only for personalized content outreach. Though you can always
say if you have let's say low tier I mean

(41:31):
by price and level product, you have accounts with the
lower deal value, you can't do the let's say standard outbound,
more personalized et cetera. We're not talking about this. That's
absolutely fine, right, but when it comes to the big
deal send, when it comes to a BM, this is
not what you're supposed to do. Now, how we're going

(41:52):
to fix it? This part like already covered in pretty
much detail. So the key point is that you need
to have a standardized process obviously for different use cases
of a different products the questions. The information you're going
to collect would be different, and maybe with different regional teams,

(42:14):
that would be a few adoptions. Right, you might need
to make some changes to the information you are collecting
or the sources where you need to look at. But
the entire point is that you need to have this
process in place, and anybody in your team could efficiently
run this process, let's say eighty percent accuracy. This is

(42:35):
the key if this If you don't have this in place,
forget about successful scaling. It would be all about This
is an essential step in a perationionalizing ABM, right, creating
this documentation. So this is one of the core points
because then later, for example, depending on who owns a

(42:55):
count research that's also to be defined as a part
of the process SDRs or maybe you have a count
researchers whoever, Right, you can evalate if they are doing
the whole research according to your standard or they are
just part of it whatever they want to do or
whatever it seems easier for them to do. And next

(43:16):
you need to define these playbooks that could leverage this
account research aside from aside from just this outbound the
example that highlighted to you, because it's fine. It's like,
it's like what we said, the personalization is there, the
research was done that we're not only consulting company will

(43:36):
also have full funnal academy, right and courses. So it
doesn't change the fact that it's absolutely relevant.

Speaker 1 (43:44):
Right.

Speaker 2 (43:45):
So a couple of things right here, just two examples.
And again, if you guys are interested into this, you
can dive into our academy or ABM course our favorite examples.
Personalized content, purpose or what we call the account love letters,
your purpose, the account research, and you create a nice

(44:07):
piece of content about the company you have just researched.
Here you can see one of the screenshots posted on
the sales profile. You shouldn't necessarily be doing this, right,
you can if you want. You can create just even
a personalized the mail saying hey, this is what I
was recently reading about your company. Love this and that's

(44:27):
like this short story could resonate with you, right, It
could be even published as kind as a post on
your company's page if you want. The entire point is
that it's not about like, oh, I have just researched
this company. They are so miserable, like and the only
way for them to exist in twenty twenty six, is
just by buying our product, and especially the city or

(44:50):
put your target buyer persona. This person is struggling with ABCD.
I don't know how they are surviving up today. It's
just the only way to move forward is by buying
our product. No, you turn it into a nice story
and nice collateral, highlight and positive things and you use
it as an opportunity to start conversation. A content distribution,

(45:14):
we always say quite often we have these discussions with
the marketing team about what is the best channel to
distribute your content? But we need to flip that question
and think about why we create the content. Do we
create the content to influence our buyers? Right to create
to attract the attention to make sure that they they

(45:37):
would consider our product when they would be shopping. Let's
put it like this, Is this the main goal or
we are just creating it to hit you know, some
ranking on Internet, et cetera. Now, obviously we are creating
it to influence our buyers. And if that's true, now,
the second question that I'm asking who has direct access

(46:00):
to our target bears hands simple selves. So sells is
your best distribution channel? And we need to explain them
how a COUNT research might lead to pick up certain
relevant contents pieces that you guys have already I mean
your marketing right have already created and you can say
we're doing this was what all the time, just as

(46:21):
park the conversations and then you like in this case, hey,
I know that you mentioned I have seen that you
mentioned ABM is on your ADAR. So we created this
cheat sheet with our different ABM guides so it might
be so you might enjoy it, so you might find
it available. Right, This is how you move from a

(46:42):
COUNT research to pitch, to a COUNT research to conversation.
So these are the keys, right, think about beyond the
outbound outreach and how to leverage it to make minionful
connections and conversations with your target bars. So next one
is the pier engagement. Let's let's let's move forward with this.

Speaker 1 (47:06):
One, all right. So when it comes to buyer engagement,
the low efficacy version again I mentioned this earlier. We
get invited a lot of times to help companies improve
the programs that's underperforming, and it kind of looks very
frequently like the graph on the right hand side. You

(47:28):
know where you have we mentioned this kind of a
wish list, a large list of accounts, where you have
the main focus of engagement being okay, how can we
do more, how can we make it more efficient, how
can we make it more scalable? And then in the past,
you know, scraping lists and sending a lot of emails,

(47:51):
running some ads on the whole group, which is kind
of showing the same content to everybody, and in a
lot of case from the marketing perspective, actually focused on
whether that's some content downloads or getting people to sign
up to the webinar or event, and then sending those

(48:14):
leads to sales who then in turn run can kind
of pre programmed sales sequences to try to book meetings.
And what usually happens is that marketing does create some
initial engagement. There are some mqo's marketing qualified leads or
accounts in some cases they call them, but there is

(48:35):
not a lot of pipeline being created. The problem is
that either the same message everybody or as we saw,
a uniquely irrelevant message goes to everybody now these days,
but not a lot has changed. And yeah, like I said,
marketing is doing the Okay, we have a lead sales

(49:00):
deal with that, how does it a better version look
like a high adcacy version. Well, in addition to doing
the marketing activities, you're doing also manual engagement by sales.
It's really we mentioned several times that first of all,
we know that in the target accounts we have multiple buyers.

(49:24):
We need to engage them. We are not only selling
to one person, we are selling to multiple people. We
need to engage different people in those target accounts. They
are different they they have different roles, they have different KPIs.
We need to approach them differently. That's all role of
sales to do this engagement. There's a lot of opportunity

(49:46):
to work together with marketing and leverage some of the
marketing touch points for sales engagement. You have here a
list on the last point that in for example, sharing
content that has been prepared by marketing. Potentially for example,

(50:08):
engagement around the events pre events, like people who register
in the event, I can reach out to them ask
and what they want to learn. I can reach out
after the event using bridjectivities, but also regular commenting if
these buers are present on social and other non sales touches.
So this is the part that is most frequently missed,

(50:29):
and this is like a non negotiable part. This is
the biggest difference between those programs that work work is
exactly having sales being engaged at that level. This changes
every You always see a much much bigger improvement in
terms of commersion rates and then inter when it comes
to marketing, I think Andre already mentioned this. Our goal

(50:52):
is not to capture leads. Our goal is to educate
our buyers and engage them and create engagement opportunities for sales.
So we need to focus on creating content that is
relevant for those target accounts. Whether that's relevant their for
the account clusters that we're focusing on, whether that's relevant
for the specific account in the account cloud letters. As

(51:12):
the example the Andre showed. Based on the research, this
is one big part that we need to focus on.
We need to make sure that the content that we
are creating is not just optimized let's say for the
website or the distribution we are marketing channels, but it's
actually optimized for distribution. We have sales profiles, for example,

(51:33):
helping sales create content for their profiles on social so
that they can actually share it a meaningful like real
content that is on the level that buyers get some insight,
not you know, the top ten ways to build a
mobile app or something like that. And then also another
role of marketing is to help with engaging maybe with

(51:56):
industry read leaders or partners, so people that are buyers
all ready trust and helping sales in one on one
with preparing buyer enablement content. As you can see, they
are actually different multiple touch points. I think it's important
to realize that this is multi channel. You're using social

(52:17):
email calls, you're using events. It's both sales and marketing
touch points. And I think and you will explain this,
these touch points are connected.

Speaker 2 (52:28):
So let's move to how to fix it part again.
The first thing is that you shouldn't create the playbooks
in silence. What we have abserved, especially that's happening in
bigger organizations when they invite us and they say, okay,
so we designed perfect ABI on program like according to

(52:49):
the best practices, but sales are sabotage in it. They
are not doing what we are telling them to do.
And the answer is very simple. The cells are responsible
to create sales opportunities. And then somebody who doesn't own
pipeline and is not getting is not let's say responsible forever,

(53:10):
and the targets comes and says, here's what you're supposed
to do. It's not working that way and just better
than you don't even try, it will fire back. So
on contrary, what makes sense when you qualify the accounts? Right,
there are tons of this preparation job. This is essential.
Next step is defining the patterns of how your buyers

(53:32):
are discovering the vendors, how they engage in these different vendors,
and then you define what would be the best channels
and what would be the best activities. Two weeks ago
we hosted an episode with Elric Leglar, who used to
be enterprise account by sales Wrap at Chili Piper as

(53:52):
well our great partners, So if you guys didn't tune in,
I dropped the link to this episode. In the chat,
we'll covered lots of different activities that kind of sales
reps could be doing. So just don't want to dive deeper.
The key point is that you need to CoCreate and

(54:14):
you need to not again avoid opportunistics incoing here. Just
think about the real bar persona and then to find
the right channels. Should it be ready, should it be
linked and should it be a specific community. There is
no let's say one channel fits all because by the fault,
somebody's like by the fault. Lots of marketers think about

(54:35):
linked now quite often you should take completely different channels
to create your buyers and then co create playbooks together
with cells. What can we do right? What marketing can do,
what sales can do, and another important point, leverage existing
programs if you're running field events, when not making it

(54:56):
account based event, tailoring it to specific set of accounts,
and making that marketing helps was let's say air cover right,
promoting it by ads maybe newsletter sales and sales try
to send direct invites to that event? And next, what
should happen after this event? Right? The worst thing that
you can do, I mean not the worst thing is

(55:17):
not sending any fall ups, but sending generic fall up. Hey,
you attended the webinar or field event. Let's have a
damma is another worst way to do this? Right? You
find how you go into segment accounts after the event.
Also define how can you engage with them during the event,
how you can what we call progressive profile, and how
can you uncover some you know, important points that you

(55:38):
can you can't identify through the let's say desk research,
through web research, et cetera. And what could be good
activities that you can do after the event, Because again,
when people sign up for the event, it doesn't mean
that it's the buying intent. Again, we have today maybe

(55:59):
one hundred fifty people who have signed up for this
live episode. But isn't a plan intent. No, it's all
It's all important for you because you want to maybe
hear from us, get some new some new ideas, some
best practices, how to to refine your ABM understands the gaps,
et cetera. Right, maybe the binding intent will come in future.

(56:22):
But if like after this podcast episode will start pitching.
Everybody was like, hey, you attended this live podcast, go
and book a call with us. I dubt that it
will create a good momentum fast. So this is the key.
Right again, forget about linear playbooks, but think about how
can we incorporate everything that we are supposed to do it.

(56:46):
You're going to produce a big market research on article.
How can we involve our customers maybe co create with them,
How can we involve sales for the distribution, et cetera.
So everything that you have already planned should be in
corporated in the in the ABM. Right, this is another
key to success. And I know that we're almost out

(57:08):
of time, so we'll just accelerate here and try to
cover ever in the next ten minutes. So the next
block is about the program efficient So let's quickly share
this well.

Speaker 1 (57:20):
Before I know that some people will just need to
log out on the hour, which is which is coming up.
Let us know what you thought so far about this episode.
Really appreciate the feedback can be just a quick thumbs up,
turns down or anything they have really appreciated, and thanks
for coming if you need to look off, And indeed,
let's cover the rest. The next point that we see

(57:44):
very frequently undermining the programs is how the programs are
being evaluated, how the programs are being measured, or how
their efficiency is being evaluated. And you know, we know
the standard metrics that are being used, you know m QLs.
And on the one hand we have the marketing qualified leads,
and then on the other hand we have calls and

(58:07):
pipeline and they only tell part of the story, and
especially if you're just starting a new program, they don't
tell the whole story. And also they don't tell you
where you can improve. So let's look at a more
efficient program, sorry, more efficient way of measuring Ibian programs.
Excuse me? Is you need to have leading indicators. You

(58:31):
need to know the activities, the actions that you can control.
These are the things that you can control. How many
accounts did I research and engage? How many did you
go through the full sequence? How many content pieces have
I created or personalized content pieces, et cetera, et cetera

(58:53):
without knowing that. And it's not about you know, measuring
the efficiency of that team so that you can say, hey,
you're doing good, you're doing bad, or linking some sort
of compensation to that. It's actually just to get the
insight into what we are able, what is our quote
unquote velocity, what we are able to do as a team,
and whether that's enough for us. So if later we

(59:16):
are going to say, hey, you know what, we weren't
able to engage that many accounts, well, let's look like,
let's look at what you've actually done and if we
can see that, you know what, we actually have only
sourced properly ten accounts and we've only engaged with five
of them, you can't really expect to get much of
that program. But instead we can like dive deeper and

(59:38):
start to understand why weren't you not able to commit
more time. Maybe the team was being pulled in too
many directions, maybe they didn't get a chance to work
on the program, et cetera. Now you can have a
reasonable conversation about that and actually fixed the bottleneck instead
of just saying, hey, the program has failed. That shut

(59:58):
this thing down. The second group of metrics is all
about the next level of the kind of the dose
that lag behind, which includes you know, how many of
these accounts have been engaged, how many conversations will be
able to start, like force those buyers, how many committing

(01:00:21):
members will be able to engage per account, the compenetration,
and then finally also obviously the pipeline and revenue metrics,
how many discovery calls, what is the pipeline that is
being generated. But it's also important to measure the stuff
that you can control and the whole journey, because then

(01:00:44):
you will know also where you need to focus in
order to improve your program, and do you want to
share how you should go about fixing this?

Speaker 2 (01:00:54):
Sure, so a couple of things. What flood brieflyme measure right,
it's important to identify the core, leading and legan indicators
that you're going to track quickly and our best recommendation.
Don't try to immediately set it up in technology and CRM.
It will create lots of mess. It will you'll definitely

(01:01:16):
spend lots of unnecessary hours to have discussions with your
CRM or re WEPS manager, et cetera. So start with
a simple dashboard where you can track the metrics on
a weekly basis together with sales. Right, and again it's
up to you what metrics to put. The core point

(01:01:37):
is that these are the jointly agreed and approved metrics
either the number of pieces of content created for sales,
number of personalized content apps, number of specific touch points
right like for example, event invites or whatever. The leading
indicators here are the activities that are under your control,
something that you can do and legan indicators. This is

(01:02:01):
basically the market reaction. Right, people sign up for the webinar.
This is the leg and indicator. People are visiting your
HINGH tent pages, I mean the website pages. This is
the leg and indicator. People book the discovery call. This
is the leg and indicator. It's not that we control
and I know some some unfortunately some marketers put it

(01:02:22):
in an opposite way, but in reality, something that we
all need to accept in complex bit of the market,
and we are not controlling the buyer journey and the
buyer's decisions. We can't predict when somebody will actually book
a discovery call or become a sales opportunity. I don't know.
It's like you can make phocasts, But the reality is simple,

(01:02:45):
we can't really. But what we can control is what
we can do to influence the decisions right. And that's
why it's important to help both leading and leging indicators,
because then you can you will see the correlation between
your effort and the results. And if you're spending just
one hour a week or well, it gives it gives

(01:03:08):
you a good food fassot. For example, if your sales
rep spands on a BM one hour a week and
you're getting these results, what might happen if sales wrap
would spend ten hours a week? Right, what will be
our leading and plaguing indicators and how it's impacting our pipeline?
And also what is essential to define the weekly targets.

(01:03:29):
It's something that's again for many teams, it's going completely
in a completely ad hoc way. Will do the account
research this week? Well, fine, for how many accounts? How
many accounts we are going to research? Oh, for sure,
we'll invite our accounts for this field event. Okay, fine,
but how many? That is a simple basically one of

(01:03:53):
the best quotes that Peter Druker wants shared it right,
what does not measure it can be controlled. So that's
that the reality. Right, always set up these weekly targets
and have these agreements, and lastly install regular weekly plan
and and review meetings. This is the key because if
you see that a metrics, you don't need to wait

(01:04:13):
three months just to see that the program is not
performing well. Right a months you need if you see
that assumption is not going well and if you are
not hitting your kind of your success criteria, the metrics
that the goals that you set up for yourself, then
you need to do something about this, right, And most
teams they never have this. Everything is happening in silas. Okay,

(01:04:37):
this is the share at least of accounts will do
sumthings like as market and sales will do something and
then we'll figure out if it's working or not working,
and maybe let's just create the dashboards and the technology
that we have that will demonstrate some kind of influence
on pipeline, et cetera. But this is this is the

(01:04:57):
this is the sure fire away to a BM if
you want to make it work, make it tangible, agree
on the targets and set up this weekly plan and
and review meetings, because we know for sure every week
would be different in terms of capacity. You might be
preparing for the event, you might be you might have
a new product release or lunch. You sales rep might

(01:05:19):
book a few new discovery calls and need to prepare.
But so the numbers would vary. But the key point
is that you agree right what is essential and your planet.
Now we have two last points about playable caorchestration and
the conversions, which I think we can cover really quickly
because it's the part of what we have alreadistered.

Speaker 1 (01:05:41):
So when it comes to play orchestration, there is one
thing that I always see when I, you know, work
with a team who is already implementing their version of
a BM, and I see like this big spreadsheet plan
where everything is outlining detail. You know, this is what
this team needs to this is what the other he
needs to do. This is there's kind of a master

(01:06:02):
plan and the assumption is that we are planning campaigns
before the campaign's run. So we prepare everything and then
we launch the campaign. And that's basically the orchestration. And
then we also tell sales, oh, by the way, when
this happens, you will get you an account assigned and
these are the things that you need to do. In

(01:06:23):
other words, playbook confistration is static, it's upfront defined what
needs to happen. Usually it is standard activities such as
you know, marketing is going to send these emails, it's
going to run these ads promoting our ebooks, why papers, whatnot.

(01:06:44):
We already mentioned that, and then sales is going to
do you know a number of engagements on those target accounts.
And the planning is kind of like done upfront. It's
communicated and that's basically it maybe the and we made
check in once or twice during the campaign and do

(01:07:05):
a report at the end. The way to orchestrate this
and get better results is you need to do this
together with sales. This needs to be live in dynamic.
I always remember a live podcast that we did with
one of our clients and she was head of content.
Actually that was very interesting and she said that. We

(01:07:29):
asked her, what was the biggest difference for you, and
she said, the biggest difference for me was that I
was previously used to having a quarterly plan for my content,
you know, my content calendar, and that was it, and
I was just working against the calendar. Here. I had
to be much more lean and much more dynamic from
week to week. I was adapting to what the sales

(01:07:49):
actually needed. What's happening with those accounts each are the
accounts that are engaging is what are their needs and
their challenges? Maybe we should create content about that. Maybe
we should create you know, one on one content for
that account that you're trying to engage in right now.
This is the level of orchestration that should happen on AGM,
because then you're actually doing stuff that is relevant for

(01:08:13):
those accounts that are they are engaged, that they are
more engaged, that you should be focusing on more. That's
why these weekly planning meetings are so important, and that's
why it's important that during those week meetings you're actually
planning how to do this account development that's a very
short intro because we covered a lot of the details before.

(01:08:36):
But maybe Andre, you can share a few more words
about fixing it. Yeah.

Speaker 2 (01:08:41):
So absolutely, the first one and the most important one
the fine and real team's capacity and the responsibilities. I mean,
you can plan a lot if you want, but you
can't actually execute it. Then it's a very tough time. Right,
define what is realistic who will be a part of

(01:09:04):
this ABM program and what is the realistic time commitment?
Because when we're here a question how many accounts should
be a part of this program? Then we asked to
follow up questions how much time sales trap is going
to spend on ABM and how many buyers or account
should we engage Because if in one account we need

(01:09:25):
to engage twenty people, right, and sales rep can spend
whatever to hours a weekend ABM, then our account list
would be maybe in the best case scenario, five six,
seven accounts maximum. Right, So this is kind of this
is the entire story. Everything that you are going to

(01:09:46):
plan should be aligned with the team's capacity. The next
point create a quarter program. Again, I'm just sharing the
screenshot so from the course, So if you guys just
to show you the videos. If you want to dive
deep into this part, so let's say program orchestration, you
can just go through it and moditail in the course,
build a calendar. Right this the entire point that one

(01:10:09):
playbook should be built on another. You're going to do
the market research. Right after the market research, you might
plan the field event or webinar where you're going to
release it. After this webinar, you're going to produce a
block article that you can distribute, et cetera, et cetera.
The key point is just to avoid these diegic playbooks. Well, okay,

(01:10:30):
we're running the center cover and that's it, and then
maybe somewhere in the quarter will host this webinar and
transfer all attendees to sales. Now, the entire point is
that you build a gradual development and how each like
in that timeline timeframe, all these activities should be connected.
That would be the key. And the last thing is

(01:10:51):
planning this weekly success metrics. What tells you that you
had a good week? Right, you're setting up not as
or somebody else should give you the benchmarks or whatever
the weekly targets. You define it for yourself. You're hosting
the webinar or field event, what criteria, what number of
target accounts, target virus most specifically that signed up for

(01:11:15):
that event would make it a success. This is what
you define together and then you start working on it.

Speaker 1 (01:11:21):
Right.

Speaker 2 (01:11:21):
This is the key for everything that you're doing. You
then break it down into weekly targets and you start
working on it as the team. This is how you
actually move the needle instead of doing opportunistic approaches and
calling it a BM. Right, that's the key. And the
last point is the conversion benchmarks. Maybe just to wrap
it up very quickly, is it's very simple. What we'll

(01:11:46):
have to track is account to pipeline ratio. Not very
let's say famous metrics, but the entire point of this
metric is looking at how many accounts you actually included
into your ABM program and how many of them became
sales opportunities. If your conversion rate from account to pipeline

(01:12:08):
is billow one percent, this is the law efficacy. If
it's in between five to fifteen percent, this is the efficacy.

Speaker 1 (01:12:16):
Right.

Speaker 2 (01:12:16):
And this is kind of the benchmark that we feel
asked where it's coming from, It's just coming from all
successful ABM programs. We're now the difference between unsuccessful and successful, right,
Maybe the best one that we had was something with
FM track was test trial around twenty twos.

Speaker 1 (01:12:38):
Plenty like also with Cross Knowledge Valley. Out of one
hundred and fifty accounts, I think it was like twenty
six percent that she was able to engage in multiple meetings.
Not necessarily concretely pipeline, but it was about twenty percent.

Speaker 2 (01:12:55):
Oh sure, and that's it. So we gave you kind
of the our benchmarks, not the industry benchmarks, but something
that we are seeing from the let's say successful and
unsuccessful ABM programs. We highlighted five core areas where the
companies what they call ABM. We'll share it with you

(01:13:18):
the setup that leads to law efficacy and the setup
that leads to high efficacy and give you actionable tools.
And again, if you'd like to dive deep into this,
you can check our full funnel ABM playbook or our
full funnel academy. I dropped also a link to our

(01:13:38):
full funnel dot slash podcast page where you can find
the links to the platforms like Spotify, iTunes, YouTube, et cetera,
and where you can listen to all the previous recordings
and also get a notification when this recording will be available.

(01:13:58):
Thank you so much. It was amazing day with you guys.
Fantastic questions, great engagement and sel in one week take
care everybody, Thank you, thank you,