With little debate about whether account-based marketing (ABM) is worth the investment, the current discussion among B2B marketers focuses mostly on which type of ABM is right for their organizations and how best to move forward from initial program development. ITSMA’s new eBook with Demandbase, Accelerating ABM Impact, makes the case that ABM practitioners today should focus on moving to a blended strategy.
On-demand webcasts from ITSMA highlight two essential directions for marketing leaders interested in optimizing their investments in account-based marketing: Collaborative ABM programs that emphasize joint innovation initiatives with strategy accounts, and ABM for Critical Clusters that invest in customized programs for small groups of key accounts that share similar business issues and challenges.
When some of the best and brightest technology and services marketers gathered in Napa for ITSMA’s recent Marketing Leadership Forum, a longstanding, common challenge quickly emerged: How best to organize and align the various elements of field marketing with their corporate marketing cousins that drive the company’s go-to-market model?
KPMG’s ABM program with the United Nations provides a textbook case of effective and successful strategic ABM. With relatively low penetration into the account, KPMG used ABM to change its perception within the UN from a good supplier to a partner that really understood their organizational imperatives and was able to leverage their own wider business relationship to help support the UN agenda.