B2B Marketing Global ABM conference 2024

We recorded the excellent sessions from the live event and ran these through AI, which has expertly summarised the key takeaways.

Don’t just automate everything with AI

“Use AI to handle repetitive tasks and data analysis while focusing your team’s energy on strategy and creative thinking that builds genuine connections.”

What to do in practice:

  • Use AI for data analysis, segmentation, and personalization at scale
  • Automate routine tasks like reporting and basic content creation
  • Reserve human effort for strategy, creativity, and relationship building
  • Focus AI on augmenting rather than replacing human capabilities

Key action:

  • Audit your current processes to identify where AI can free up time for higher-value activities

One tech firm started with a graduate hire who was given just a Figma license, ChatGPT Plus, and $1,700 for stock images to create their next one-to-one ABM campaign. The results showed 60-90% cost savings while maintaining quality. But importantly, they didn’t use these savings to reduce budgets – they reinvested in higher-value strategic work.

Break down the walls between your marketing and sales operations

“Create a single view of customer engagement, shared metrics, and unified reporting that everyone trusts.”

What to do in practice:

  • Combine sales and marketing operations into one team
  • Implement shared technology and data platforms
  • Create unified reporting and metrics
  • Align incentives across teams

Key action:

  • Start regular cross-functional meetings to align on shared goals and metrics

A leader described how they brought resistant sales people on board by choosing the most skeptical BDMs for their pilot program. “One of them went from being our biggest critic to presenting our ABM program to other sales teams. Nothing speaks louder than a former skeptic becoming your biggest advocate.”

Stop counting leads and start measuring how entire buying groups at target accounts engage

“Track multiple stakeholders, their interactions, and their journey to revenue.”

What to do in practice:

  • Track engagement across entire account buying groups
  • Monitor multiple stakeholders’ interactions
  • Focus on quality of engagement over quantity of leads
  • Measure impact on pipeline and revenue Key action: Map your current buying groups and create engagement metrics for each key stakeholder

Key action:

  • Track all stakeholders, all interactions, and their collective journey to revenue

A senior marketing leader shared how their quarterly pipeline reviews transformed when they brought together marketing, sales, finance and ops teams. “Every Thursday morning, we do three hours of pipeline calls. We go through ‘What can we do on this account? Is it a sales tactic? Is it support? Can marketing step in?’ It’s more like a football game – everyone playing their position but working as one team.”

Create memorable moments for your target accounts

“Combine digital touches with physical experiences that make your value proposition tangible and real.”

What to do in practice:

  • Create immersive brand experiences
  • Combine digital and physical touchpoints
  • Personalize based on account needs
  • Focus on making value proposition tangible

Key action:

  • Identify one key account to pilot a more immersive, integrated experience

Rather than typical sales presentations, a tech company created an interactive space where customers could physically experience their technology’s impact. One retail customer said “I wasn’t aware you could help with A, B, C…” and immediately wanted to bring in other teams. What was planned for 20 annual uses was used 103 times.

Transform ABM from a marketing tactic into a business strategy

“Align sales, marketing, and customer success around shared account goals and joint planning processes.”

What to do in practice:

  • Create cross-functional account teams
  • Develop shared account planning processes
  • Align incentives across departments
  • Focus on long-term account relationships

Key action:

  • Start with one strategic account to pilot new cross-functional planning approach

From one manufacturing firm shared how they transitioned from a pilot team to enterprise-wide ABM by creating “ABM ambassadors” throughout the organization. Rather than keeping expertise centralized, they deliberately made their central team smaller over time, pushing capabilities out into the business. Their “disciples” helped spread the ABM mindset across the organization.