Lost on Where to Start With ABM? | Ep. 256

[MUSIC] Welcome to Scrappy ABM. This is your podcast with practical playbooks that don't break the bank. In this podcast, we dig into the exact playbooks that ABM practitioners are using today to get their first ABM program off the ground. We'll dig into how they're using their current tech stack in order to create Scrappy programs that rely more on creativity than new technologies. So if you're looking for how to get ABM off the ground in your organization in the next 90 days, let's dive into this episode. [MUSIC] >> Hi, welcome to this episode of Scrappy ABM. Excited you're here today. This is actually going to be a little bit of a different episode. This comes from some webinar content that I got to do recently. And we are super stoked to reshare this here. We actually dropped the link below to the webinar. So you can actually go watch the full thing if you want the visuals. But overall, hope you enjoy this episode. And yeah, if you've got any questions, feel free to shoot me a method to over on LinkedIn. Thanks. [MUSIC] >> Why hello everybody. We're getting started just like 15 seconds early. But thanks for joining in on Lost on Where to Start with ABM. We're going to be a webinar dedicated to helping you find a treasure trove of opportunities in your closed-lost programs. Super excited for this one. Admittedly, closed-lost is probably one of my favorite programs of all time. And we'll talk a lot about why. But in short, if you're looking for a quick way to doing a lot more pipeline right now, this is it. So let's go ahead and dig in and quick side note. If you're here, drop comments. Would love to chit chat today. That said, this is your year. Like, I can't tell you the number of people I've already spoken to this year. Or it's like, this is it. We're going to fair an ABM. And it's been handed to you. So you know, you probably feel a lot of things. Probably feel excited. Maybe a little scared. Like, maybe empowered. Maybe overwhelmed. Probably overwhelmed. For sure overwhelmed. But you maybe have some mixed feelings about it. Because you know, ABM, you know, people talk about it all the time. And it's super hard. And realistically, this is now your thing to figure out. So you probably registered trying to think through. Okay, I got to figure out this ABM program. Maybe this thing that's focused on how to get started with ABM will help me figure this out so that I can actually hit the ground running in this year. Make a huge impact. Get promoted. When the day. So I would do want to go ahead and set some expectations for today. And I always so sorry to let you down. You probably won't learn anything new today. You likely have roughly 75% of what you need to do to launch a successful ABM program. So I'm not going to share a secret sauce. I'm not going to share really anything you probably don't already have. What I am going to share is a lot of step by step guidance. In roughly 10 to 15 minutes, I'm actually going to walk through and excruciating levels of detail for different kinds of closed-loss playbooks that you can go and build and have launched before the end of the month. It's like you're either dead or killed at the time to do it. So it's a lot of a lot of step by step guidance for some of playbooks. And the ideas that you leave here with a foundation for a working program, that's the main goal for today. So if you want that, I'd love that for you. Go grab the template at [email protected]/plan. That's the first thing to do. Second thing is just go and message your team right now. I am confident that there are people that wanted to be here, that could not be here due to other conflicts or things that they had other play. Totally fine. Just message them and say, "I'm in an ABM session. What's one thing we should fix?" And the next, and most certainly not least, I'd go ahead and book 30 minutes for next week to put some of this information into action. I say this every time I teach, which is information with that implementation is absolutely useless. So if you don't plan to do anything different after today, you'd be better sure of not being here. And I don't want that for you. I'd like for you to have a lot of success as a result of being here. So, what are you talking about today? We're talking to one of the most overlooked opportunities for revenue teams, which is close to lost opportunities. The reason I love this is you've actually already spent money to acquire these accounts and get them interested in your stuff. You put relationships through the sales process, you've uncovered real pain. And then what I find most important for this from a buy-in perspective, is sales is often emotionally already bought in on an account. No matter how much we try not to, a lot of sales people still in some way shape informant I do it myself when I'm getting in looped into the sales processes. We get emotionally attached. We do not fully detach from the result. So we really want some accounts because we know that we could help them if they were to move forward with us and some of them didn't. The reasons that those accounts typically don't move forward, variety of reasons, but it's typically coming down to budget timing and priorities. So today we're going to talk about how to specifically go after these same accounts so that it's a faster, more personal way of actually re-engaging opportunities and specifically getting new pipeline. And it's going to go a lot faster than starting at the awareness stage. So that's the main goal for today. By the way, hi, my name is Mason Cosby and I'm a founder over here at Scrappy EDM. Most importantly though, I'm a Christian, a husband and a father. So this is my family. You can see that my kids are super cute and they get it from my super cute wife. So that is me. I think what's probably why most of you are here is I've sourced about 25 million in the past three years at roughly a 16X ROI. So that is my experience. Our team has done more than that. But overall, everything I'm walking through is stuff that I have personally built or have worked with a team over here to build. So no works. And our main goal as a business is to build our clients for successful cabbages marketing program, teach them how to own it and they graduate them when they're ready, which typically takes somewhere in the ballpark about 18 to 24 months. So that is me. Thank you for being here. That said, if you are here and are looking to learn a little bit, I'd love to understand first, who's currently running a closed-loss program. Second, what are you hoping to get from today? So first, who's running one? So just drop a quick yes or no. I'm running a closed-loss program. Second, what are you actually hoping to get from today? I'm also while we get those answers in because there is that slight delay. I'm going to go ahead and quickly run through some housekeeping so that we're all tired and through the same stuff. So one is what is ADM? So we define it first as a B2B revenue strategy that aligns the revenue team around and it's that of shared target accounts that reflect your best customers. I said that super quickly, so I'm excited again. It's a B2B revenue strategy. So it's not marketing. It's not just sales. It's not just customer success. It's the whole revenue organization that aligns a revenue team, which is marketing sales and customer success in my mind, or any set of shared target accounts. So we all agree on who we're going after. And these accounts should reflect our best customers. So they weren't just picked out of nowhere. They weren't picked off of a wish list of really cool companies we'd love to work with. They were based in data of these are the best people that we could work with. So that is how we define ADM. When you think about what that function then looks like, ABM breaks down into a program that is designed to accomplish this specifically. So you can call it ABM. You can call it ABX. You can call it ABE, ABGTM, ABCM. Whatever you want to call it, more power to you. But when we break down that definition, we all just want to get our best fit potential customers to know that we first exist. We want the same account that we can. Sorry, we want the same account to understand problems that they're currently facing. We want the same account to understand that we can make their problems go away. We want them to buy from us to fix it. We want them to stay with us forever. We want them to buy more. The only thing I'd add to this list is we want to do it first, cheaply as possible, as possible, relative to the profit that they generate. So essentially, we don't want to overspend to get these customers. So that's about it. So that's how I think about ABM and how I think about specifically building these closed-loss programs. Now, next thing is just why ABM programs fail. This is helpful to note so that as you're going in, you have your eyes wide open to the things to look out for. So first, the sales and marketing alignment. So marketing isn't speaking the language of sales. Second, is that ABM is hard to measure. So if you don't change how you measure your success, you may not actually see the early signs that things are working. And then lastly, it's that nobody owns ABM. If you're here, there's a high likelihood that you own ABM. So glad you're here. That said, how does closed-loss help overcome some of those past reasons? Why does closed-loss help overcome some of the reasons that ABM program would fail? For starters, you actually go after warm accounts that already know you exist. So it's a lot faster to actually get the revenue in the door. Second, you have real data. So you know how to measure way more effectively. Third, these are contacts and champions in your CRM. So a lot of times people actually fail because of targeting as well. You already know you're going after because they're already in your CRM. Third, the sales and marketing alignment component, or sorry, fourth, the sales and marketing alignment component. They'll hurry when they win these deals. So they are already aligned. Then again, when we come back to measurement, I find super helpful to know is that roughly 60-80% of closed-loss opportunities are lost for reasons that can change. They're closed for reasons that can change. So that functionally means is if you look at your closed-loss opportunities from the past 12 months right now and just did a random sampling of them, 60% of them are likely opportunities you could reengage. And we don't do it systematically. I appreciate Eddie and the comments saying that we're running a closed-loss program, but it's not a formal program. It's where a lot of people sit. They don't formalize this. They only do it when pipeline gets low. And they're like, crap, we need more pipeline. Let's go after our closed-loss programs. And what we recommend is more of a systematic approach. So you want to go after these closed-loss opportunities. This is why we talked to people that have already said no thanks because you know you've got ICP fed. They are already brand-aware. a known path forward. So how does the closed-law specifically fix this? If we go back to getting the same accounts to buy from us to fix the problem, closed-laws fixes that part specifically. And it goes right there. It's the re-engagement stage as we think about the account progression model for where this program would fit into your overall ABM program. Again, it is specifically an intentionally designed to re-engage great-fit customers that we're not yet ready to buy. So how do we then think about the playbooks themselves and how do we structure this? It's essentially this 40 frameworks. So if you follow any of our content, I've been talking about this 40 framework in the account progression model for roughly two years at this point. If you're new to it, the basics are data, distribution, destination, and direction. Data is simply targets and triggers. So when we think about targets, that's super clear. It's the closed-laws opportunities that we want to re-engage. Triggers is actually what we'll talk about for the next like 45 minutes and then those two things combined actually create your personalized duets in specific messaging. The example I always give is that every one of us has likely gotten an email today. That was a cold email. So you were targeted. But most cold emails that I have received myself don't have much in the way of a trigger. There's not a valid reason to reach out. And as a result, it lands flat. So we want to balance targets with triggers that creates personalized duets in specific messaging. That's the first thing. Second, it's the distribution, which is just how do we get in front of these people? So that can be any number of channels, but the goal is to get in front of the right people at the right time. Next is the destination, which is where to be sent them to. So what information do they need right now to be informed so that they take the next step with us? And then lastly, it's direction, which is just how do we track and measure success? So if you know who you're going after, why you're reaching out, what you're saying to them, how you're getting in front of them, what you're sending to them, and how you measure success, you got a repeatable process, you can run over and over and over again. So now we're going to build. That was all context. Man, there were so much there. So if there are any questions about those things, feel free to drop those in the comments. We will have time at the end to answer questions and other quick context. I speak super quickly. And the main reason is I want to get through all the information so that you get as much value from this as possible. So the next 50 minutes is going to be a lot, a lot, a lot as it relates to actual specific playbooks that you can go and build. I will move quickly. I will pause the end of each playbook if there are questions. And if not, we'll just keep rolling with it. So please ask questions as we go along and I will pause to answer those questions. All right. So there are four kinds of playbooks. Let me move my head real quick. When I look at the four kinds of playbooks to build, it really breaks down into vertical specific objection based, persona based, and champion tracking. So I think about verticals. What happened to that industry that caused a huge change? We should reengage around that. What is objection based? What's creating the most nose and then address that head on? Could it be persona based? Is there a person in the organization that typically creates the most nose? How do we address that? Or it's champion tracking. So who is moved from one company to another that would have bought from us previously or was blocking us previously? Now we can reengage around that. So there are the four big ones that I see often that work extraordinarily well in closed-loss programs. If you have others, I would love to hear others. But these are the core four that I keep coming back to over and over again. So we think about guiding principles for all closed-loss programs. The messaging should center on what's changed. So again, as referenced earlier, 60 to 80% of closed-loss reasons can change. They are lost for reasons that will change over time. So if your messaging is, hey, last time we talked about this, is this now relevant? Maybe. What's way more impactful is directly addressing head on what's changed. So if it's on their side, it could be an industry change. It could be head count change. It could be an acquisition. If it's a change on your side, it could be a product update. It could be success stories. It could be pricing changes. But the central pillar should come back to previously we talked. It wasn't a good fit then. This has happened. Is it a good fit now? That's it. When it comes to data sourcing, these are the guiding principles for how we think about how to actually identify those specific targets. Because one of the biggest pieces of the pushback that I get on closed-loss is, well, still over, closed-loss opportunities like we didn't want to work with them. And it's like, that's great. Don't target them. You don't have to go after everybody. Just go after the ones that you want. So you start by pulling a list and I'll show you how to do that through this process. And then you sync with sales. And when I mean sync with sales, ideally, you actually talked to the person that owned that deal specifically. And then you ask, what was the real reason this deal stalled? Or what was the real reason this deal didn't move forward? And then have sales identify the specific companies that have sales help you tag what actually happened. In those companies. And then lastly, identify any warmer champions and contacts that are worth re-engaging. So that's what we want to do. Next, we think about the guiding principle for distribution. Ideally, the deal owner. So this is your sales person. Re-engages the known contacts so that they can leverage the existing relationship. If I get an email from someone that I've already talked to and have a relationship with, I'm exponentially more likely to open that email versus a BDR that I've never heard of. And often this gets pushed to the BDR team. No shame. But you're going to have a lot more opens if the deal owner re-engages. Where I do see the SDR supporting is in multi-threading. So if there are contacts that we know we should be engaged and that we haven't previously engaged, the SDR can specifically support here. Executives should be supporting through exact connects. So the likelihood that a BDR is able to connect with the CFO is significantly lower than if the CFO themselves also reaches out. Now, some of you think you might see if I will never help with that. And okay, I am so sorry. You should, I would try. Like, there's a lot of times where executives have not been asked, but most executives want the business to grow. So if you ask and say, "Hey, here's the exact message I need to send to this person. Here's the LinkedIn URL for that person. Can you connect with them and send this message?" They made Twika, but there's a high likelihood that they say yes. They just may not have been asked in a way that made it easy for them. And then lastly, marketing should provide small cohort-based ad programs and content. So I mean by that is the audience you need to reach on LinkedIn is 300 match contacts. So if you had 30 closed-lost accounts that you wanted to re-engage that were all in the same vertical, you could target all of those same accounts if you had 10 match contacts. So the number to hit is 300 contacts for native account-based advertising in LinkedIn. So the question is how many accounts do I need to have? And how many contacts do I need to have that are all relevant for this specific program? And how do I hit that at 300? Now, some people would be like, "We want to have perfect matches." I want a program that runs and I want it to be really small. So realistically, I may have some influencers, I may have some less than ideal folks in it so I can still run the program. But the goal is that marketing is providing something on that front. And we want to create conversion opportunities that are more than just like booking a meeting. Because again, it's not crazy hard to book a meeting. We do want to send them to case-edity content, product-update content. Things that are relevant for them. More so than, "Hey, it's been six months since we last spoke. It'd be great to catch up." I don't think that that works as well as something that's highly specific and nuanced to their situation. All right, all the information. When you think about destinations, there's a lot on the slides to feel free to take a screenshot. But these are just the general guiding principles. Again, we want to show the cost of an action of their previous objection and how that's no longer relevant. Sorry, we want to show them the cost of an action or that their previous objection is no longer relevant. So we think about cost of an action that's case-edities at cost for stories. And one of my favorite examples is a cost for a story that can actually specifically seed. We have the same concern. And as a result, we still, or we move forward despite these concerns. And this was our life after. If you have that kind of a story or you can create that kind of story, it is an incredible way of actually progressing a deal way more quickly. And again, I would actually get really granular into it and identify in your case studies in those cost for interviews. Did they say something like what were some of the reasons you almost didn't move forward? That's a really great question for cost for interviews. And then you can pull out their objections that they move forward despite. And then actually create case studies around that kind of stuff. For cost for stories around that kind of stuff. It's hugely beneficial. ROI calculator showing payback timelines. You know, pros and cons this. But a lot of finance folks do love a good ROI calculator so that they feel that they're making a reasonable and valid decision that shows the math behind it. Curated content that is through webinars. So that's peer lead, not vendor lead. I really like it when we do any kind of a panel of customers that look like the target accounts we're trying to go after. So you can actually coordinate and say we're going to go after all these customers that pre all these close-offs opportunities that didn't move forward with us. We're going to get customers on a panel. We're going to talk about industry trends and naturally they will bring up things that they are doing with our platform or our product. So that kind of content, webinar content, hugely beneficial in accelerating a deal cycle that's a closed-loss deal. When I think into past objections, I actually really like what's changed since we last spoke. So you can do this as a microsite or just like a single landing page. That's like here all the product updates that we've done. I look at people who said about them in your industry. So again, that's past objections that are your missing functionality. Product towards by use case, updating pricing, this is something that we've actually done a fair bit in the past years. We've changed our pricing model a couple of different ways to identify what was the best pricing structure that allowed more people to want to move forward with us. So we would tell people about that. Side by side comparisons with competitors, because that's actually one of my favorite things is to directly have damaging omissions about your own brand, because it makes the positive things you say sound way more realistic. And when I say the word damaging omissions, what that functionally means is you tell people, this is what we do, that's not great. And then they believe the things that you say that you do great. So outlining side by side and not having a dumb, sass side by side comparison, it's like, check, check, check, check, check for us. And then like no checks for the competitor. Actually, say some things that the competitor does that you don't and make it a real comparison. And then lastly, for some folks that we work with, IT is a gigantic blocker. So showcasing how easy it is to integrate or how APIs function with open APIs if that's viable for you. That helps people actually get behind for my team. All right. Man, that was really nerdy on the destination. Last and most certainly, not least from a guiding principles perspective would be direction, which is there's only two outcomes that really matter. So it's content engagement. And I'd be super clear, content engagement is not really the goal. It's just a prioritization signal for further reengagement. So if you've gone after a closed-lost opportunity with kind of an initial run at it and certain accounts engage and others don't don't go after the ones that have already that have not shown any engagement, reprioritize those that have engaged. We want all of this to end up in a meeting that is booked. So we don't celebrate engagement. We use it for prioritization. The only outcome that we really celebrate is a meeting booked. All right. Summary of all these guiding principles. This is what not to do. So like, you've already lost these deals. Don't lose them twice. So don't do mass outbound because you'll just burn trust. Don't recycle bad fit deals because that's false hope for sales. Don't celebrate clicks because you're lying to yourself. Don't run all four plays at once because that's complete chaos and don't start without sales buy in because they won't actually engage or support. Here's how you do when. Don't do everything at once. Pick one playbook, get AE buy in, run it for 90 days, see what's working, which means got meetings, and then try a different closed-lost variation because we're about to walk through all four. All right. So that's vertical specific. I will pause for just a second to take a quick sip of water. And then if there's any questions on these guiding principles for we dig into the specifics of vertical specific programming, let me know. Cool. We think about vertical specific programming. The goal is to reactivate closed-lost deals within a specific industry where we do have front product market fit, but the deal sold out or died in order due to some kind of an industry change. I'll give a quick example. Last year we actually had a shocking amount of Vintech for the investment space and manufacturing tech. And there's these little things called tariffs that happened in the US. And that change killed a lot of our deals. Well, fast forward. And a lot of that news kind of blew over. So that was an industry change that killed many of our deals at that time, but it was not a forever change. So we actually re-engage around some of those things and actually ended up closing two of the forecast turns that we lost at that time. So the 50% reconversion rate, which is pretty cool. All right. So we think about data. Again, build a clean, agree-upon list of recovery-ready accounts within a specific industry. So you're going to pull closed-lost opportunities within the past six to 18 months. You can filter by a bunch of different things, but the main goal is that you filter by these accounts are on the same vertical or same industry. And we want to go after them. And then ideally, if you really want to get fancy with it, focus on vertical and then get into a closed-lost reason. So it's both. It's this vertical had this consistent reason and now we can get really specific. And they've not engaged in the past 90 days. So that's how I filter this list. Layer on additional firm graphics. If you have subverticals, if you've got company sizes or you have geographies. And then use existing customer logos in that vertical to prioritize accounts where they have the most compelling peer story. So for example, we've got a really, really great case study that's coming out with a company called Bamboo HR. Well, we will likely use that same case study to specifically target more HR tech companies because that's a peer that trusts us. And they're more likely to work with us because Bamboo HR already did. That's an example of how you can specifically layer on your success stories in how you target. All right. We've got just distribution. Nothing crazy here. It's going to be the standard recommendations. So AE is doing the outbound to known contacts. SDR is doing outbound to not currently engage contact. So we can get further expansion around the decision committee. And then ideal scenario is that you've got some exact connects happening. The next thing is just retargeting ads based on vertical specific messaging. So you do a significant click down into ideal scenario would be a case study that is the same kind of vertical and you outline the benefits for that vertical. So we'll talk about that on the content side. And then optionally direct mail if you're tamer small enough. I love direct mail because it's hard to ignore your mailbox. So last time we spoke, this was your situation. Looks like this thing has changed in the industry. Does that make sense to reconnect now? So that's the framing. Or here's content that addresses how this change impacts your industry. If you can actually create specific content on the industry change for your customers, here's been official. If you look at the most engaging content right now, it's updates on how things are changing in the market from a trend perspective. So if you can catch that tailwind from a content perspective, you'll get way more clicks and opens and then tie it back into how you can now help them today based on that change. All right. So here's an example of what I referenced earlier. Last we spoke, your board is waiting to see if the Trump tariff happened with the news of a 25% tariff on the auto industry seems like operational efficiency is now likely top of mind. We were looking at building a more efficient approach to growth. Sorry, we were looking at how to build a more efficient approach to growth. So what it makes sense to reconnect now. There you go. All right, destination. So again, what we want to do is have highly vertical specific high-trust content that aligns with their buying state. So what that function looks like is case studies by their industry, RBI calculators targeted to or tailored to vertical benchmarks. Again, that landing page, it's like what's changed since we last spoke and focused it less on like your product or your service and more on their side of the equation. Doing a product tour that showcases use cases by their role in their industry. And again, tailoring that back to how things have changed is the money maker and then if possible, a small industry roundtable or a customer panel on trends in the industry, that's destination. And then again, tracking is relatively consistent across all of these. It's either content engagement or at the book meeting. So this is the TLDR version for vertical programs. So it's vertical plus industry change equals industry change plus your impact. So this thing happened to you. This is how we're helping our customers with this change. Cool. If there's any questions on this, let me know because we're about to dig into objection based. So any questions on vertical specific programming. Cool. So this is focused on winning back closed lost ops by directly addressing and diffusing objections that previously killed the deal. So again, we're going to go look at dealers from the past six, 12 months filter by the closed loss reason. And ideally, your AES are actually logging the closed loss reasons. Some of you are rolling your eyes. You're like, my eight never does that. You're going to do this mainly the first time and then it'll be really really helpful for you ongoing to add this as a component of your ongoing sales process. Category should look forward to pricing objections, missing feature status quo. So over here, it's crappy abm. We rarely lose to competitors in two and a half years and almost 300 deal cycles. We've lost our deals to three different competitors each one time. We normally lose to not doing anything like the price of working with us versus the cost of not doing anything. They'd rather not do anything. So often status quo is the number one killer of deals and we didn't build the cost for an action enough in our case integration issues. So we need these things to talk to each other and they currently don't or internal bandwidth. We'd love to implement your new tool. We just don't have the time to do it. We're possible cross check with call recording to validate and then the expert quick tips here would just be in short. If you've run this ongoing, what an inevitable happen and it's so cool when you've been doing it for a few years is you'll have people that previously were closed lost that you overcome their objection. They end up working with you and then they have a ton of success in turn that into a case settings. So you want to have that story that is like this got deprioritized and as a result these things happened and then we did move forward and then these things happened and that kind of a story crushes. So we think about distribution. The main thing we want to focus in on again is what's changed and why that objection is no longer relevant. It's typically going to be cost of an action. So last we spoke we couldn't move forward because of X today and then directly address what's changed within the context of their objection. So it was pricing which we all know it's never really pricing. They didn't see fully the value. But again, the main goal address the objection. So I'll need to do the better example of integrations, because this is a huge one from many of our clients. Hey, last we spoke, I know this needed to integrate with SAP. SAP's integration was on the roadmap. At this point, we've actually finalized beta testing, and now this is live in our marketplace. Is it worth revisiting, or did you end up finding a new solution that works well for you? For many folks, if they didn't find the solution six months ago, and now you have the integration, they're at least willing to reconsider. Or they've already moved on, and you know, you should know that. Regardless, AES ends the email, and then you re-targeting ags, that focus back on the objection, so not too expensive if it pays for itself. And then there you go. Now you're back in the sale. All right. So again, example, last we spoke, you love the tool. The challenge was we didn't have the integration set up with your CRM, we just released the integration after six months of beta testing. Sorry, I got ahead of myself with my slides. I know there's like back in my hand apparently. But you'll have reporting capabilities needed to complete the picture for your executives, what it makes sense to show you how the integration works, or you can lose satisfied with your current solution. There you go. Destination. So, the core goal here is make their pass objections obsolete. So if it was based on pricing, new pricing, feature release. Side by side, I can pair some with the competitor, customer story, if we had the same concern, ROI calculators, integration checklist, that kind of stuff works super well. And then you want to partner sales to tailor the content based on a specific direction that stole the deal. And marketing's job is to fill in the gaps for a content perspective so that then we have content bundles that directly address the most common objections that are ready to send right now for sales. So TLDR, objection plus change, equal to outdated objection. Distribution is AEFOF, SDR's new context, LinkedIn ads, then retargeting plus social content, next would then be a Lennie page, case studies, ROI content, product videos, and then buyer enablement. So this is one of my favorite things that we didn't touch on too much, but actually giving your buyers the information they need to go make the case internally, hugely beneficial. And then direction is just content engagement and book meeting. So that is objection based. Now, in 30 minutes, we've walked through an extraordinary amount of content, and maybe you're thinking, there's still so much to do. And I don't have full clarity of the exact thing I'm going to build my EVM program. Don't worry, I got two more playbooks for you. But if you're looking for a full day of content just like this, that will actually help you identify your target account list, how to specifically get buying from sales, how to get buying from leadership, how to ensure that you actually have a realistic plan that aligns with where you are today, that you can go and execute. If you want templates for how all of it works, and you want a complimentary one-on-one consultation to ensure that your plan is finalized, hey, I got something for you. We were doing our EVM in a day workshop. Last year, we did it twice. We had over 600 people come through. The average rating on a content that we presented was a 9.7. I think this is the best content that we ever produce. And it's only this good because we have the time to go into extraordinary levels of depth. I am sprinting through this content to give you as much time as we can. In this EVM in a day, we can go a little bit slower, to live build, answer a lot more questions as we go. But if you're looking for this, we know I'm going to make sure it's $200 for a seat to our EVM in a day workshop. By being here, just put in the code 75 off, and you'll get 75% off, so it's just $50. This is only valid for the next two days. So register right now, just going to QR code. We're going to scrapeavm.com/workshop to register. That said, let's get a percent of base. I'm going to pause, take a quick sip of water. Any questions so far on objection or vertical specific programming? Row, thank you. Row was actually on the first EVM in a day, and she came back like five months later. So thank you for coming back. We're super stoked that you're going to be there. All right, any other questions? Or are you guys just like, wow, I'm taking such furious notes, Mason. This is way too fast. I'm going quick, because you can watch back. So when we get through all four playbooks, and I want to have some time for questions at the end, so feel free to drop any questions as we have them. So that's that, let's talk about persona-based. So I heard things, Mason, I thought this was about a company's marketing. What a great point. What often happens in many of the clients that we work with is there's a specific person in the decision committee that often shuts the deal down. And what we want to do is we want to make sure that we actually directly address those folks. This is one of my favorite stories of all time. We had a client that lost 40% of their deals, because IT shut it down. And they had zero content to address IT. They did nothing proactively to directly address IT. They only focused on the champion. And as a result, they kept losing deals over and over and over again, didn't end up actually being on them before. So we, helping them, decided, let's put a closed-loss program, that directly addresses IT and all of their concerns. So that's an example of a persona-based specific opportunity. If you think about all of your deals, there's likely somebody that just keeps coming up that keeps shutting it down. So that's that. Let's talk about how to find those people. Go back into CRM. Quick tangent. It's going to always be the CRM. So just as the heads up, you're looking back there. What we want to identify is persona gaps. So this is super nerdy. But we have a couple of clients that we love working with that actually did a detailed analysis of who was showing up in the decision committee that increased the likelihood that they ended up winning the deal or losing the deal. And then they actually went back at their closed-lossed ops and mapped these people didn't show up in the deal cycle. And we have a hunch that's why we didn't end up winning the deal. And now we're running a closed-loss program to start off the year, specifically engaging those people to get them back in the sale. So ideally, if you've mapped out who should be involved in the decision committee and you look at your deals and you're like, these super aren't involved, might be the reason you lost. Or if there are specific folks that show up too early in the deal cycle, they'd end up trying to get down. You've got to figure out how to not loop them in. Or you need to figure out how to have content that wins them over. So anyway, I'm walking short. You want to go pull lost deals from the past six to 12 months. And then on it, the person that's engaged. So what that function means is who did sales meet with? That's important to know. And so many people are like, are sales-- sales team isn't updating the specific deal properties. Well, I totally hear you. We use Fathom for all call recordings. It's like $20 a month per person. And it just pulls in everyone that showed up. The integration with HubSpot that we used took literally like 37 seconds to set up. And now we actually have calls associated to deal records automatically. And I can just look back at the call transcript and say, not even the call transcript, just the bubble that appears on the deal and say, oh, these people are over there. It's manual. Like it takes some work. But like, if you figure this out, again, we get a client. Lost 40% of the deals to IT. That's a huge loss. Like if you figure this out, you make way more money. It's probably worth the manual time. So that said, we're all the right people engaged. And you want to tag the deals where there was one contact that was specifically-- sorry, you want to tag all the deals where there's only one contact. So those were single-threaded deals. Those were destined to die in the front end. You want to also identify where critical roles were missing. And then last, you want to identify where there was a persona fit that was poor. So the example would be low power or low internal influence. If you talk to somebody that can't buy anything, that's fine as a starting point. And I say that like, they're people that do talk to people on our-- so I'll give you a quick context. I'm like, how-- if you want to sell this crappy ABM, we have one company card to debit card. I own it. So nobody buys anything unless I say OK. But I don't hop on every sales call. Because look, I got stuff that I'm doing. So it's fine to start with low power, but you got to figure out how to move up. And if you don't have a path to moving up, it's a dead deal. Because you can't sell. You can't. They won't buy. So all right, let's stop process on data. When you go to program or sales, again, you want to just run a review workshop. And they're like, which percent was missing last time? Ask the question if you could go back. Who would you have gotten bought in earlier? And then make a contact map template. That sounds really fancy. It's an Excel spreadsheet. It's like, there's the people that typically start our conversations. These are the people that typically accelerate our conversations. These are the people we typically need to get bought in. And they the people that typically block us. And then you do that per account for the deals that you want to go after. So you do that for every sales cycle. All right, distribution. We want to personalize the outreach to make sure that it maps the specific value props that matter to each role. And this is different by role. So the reason ABM is so hard to execute at times is you've got one account that you're trying to sell to. But often there's between eight and 14 people that are involved in the decision committee that average between two and five different departments. Every department typically has their own priorities and their own budget. And your deal has the internal battle that we actually have very little say over, which is whose budget does it come from? And why would we not do this? Meaning what are other higher priorities that other departments are saying, hey, you can't do your thing. Because I have to do my thing. It's tough. Because you can make the perfect business case for your champions department. But if it's not the business case for the business, because you didn't get all the personas aligned, it will not move forward. So you've got to figure out the value prop for all the individuals within the context of the bank committee. Which means AE engages the original champion ideally with a new, more multi-thirty approach. So what this function means is buyer enablement. So. You go to your past champion and you say, hey, last time we talked This is why we weren't able to be a forward is this thing that you were trying to solve still a problem Oh, it is if your champion wanted it They should still want to help you win the deal because it helps them So now the goal is you work with your champion to identify who do we need to convince and oh here's the content We now have that directly convinces that person for these three reasons. So that's the first thing second thing SDR will go in after those new personas with one-to-one tailored messaging So this is getting really granular to those individuals. There's also a great opportunity for the exact connect So I think SDR should go after like finance analysts like maybe a controller CFO should go after CFOs. I say the controller is a stretch We're talking about the finance department. Retorting there would be role-based. So built for op seams like you It's a revel like calling out the department that you're targeting very helpful and an exact alignment from an Email so like their VP reaches out to their your VP reached out to their VP. Whoo. All right Let's talk about Should I do this slide but like this could still be relevant? What's our destination? We think about this Don't send everyone to the same page So unlike objection based whereas like these are the same objections or unlike vertical based where it was the same vertical This is nuanced to the person So it's the same account, but it's the person so if it's the end user you want to talk about how their life gets better So that's short videos. It's workflow examples. That's feature walkthroughs If it's a CFO it's ROI calculators. It's case or it's cost savings. It's case studies. It's pricing tiers and like actually Sorry building the case that's like hey last time we spoke We were talking about like our high-end tier After revisiting everything I realized you'll have these trade-offs But you can actually start at this middle tier and get 80% of the value for 70% of the cost Is that worth re-exploring Like doing that kind of a detailed trade-off for the finance buyer is massively helpful Because you don't make it a binary decision for them of like either I spend this money or I don't spend this money You lead with options and then they Understand the trade-offs and say I'd rather have the higher end thing to get all the value And that's worth it to me. So again, those are the things So again, often revops typically they're thinking about if they're willing to like if we buy a thing All productivity goes down until that thing works and then productivity will go back up How do I Expo at the process of getting this thing implemented and our team trained up on it Exactly need to understand like Fuck, we're like is this a safe bet There's a reason that people say like nobody gets fired for buying Salesforce Salesforce is a good brand like We'll talk about all the details of all their products, but like people don't typically get fired for buying Salesforce Whereas if you bought the new seed startups the RM Yeah, you put a lot more relationship equity out there. So executives especially if they have a board have to report their decisions after the board Then I make sure that it's a good bet and then last but certainly not least I teed in security So integration docs security FAQs and then any kind of certifications you have that showcases you're gonna protect their data Whoo, all right direction. So you're gonna tailor the CTA to the role So champion would be like invite your team to a walkthrough CFO here's a personalized ROI summary IT review this technical documentation Send a video with it for the love of all things good and holy In in user again is gonna be more like try this interactive demo experience execs Hey join our next exec only strategy roundtable and again you want a partner with sales here So a is gonna own the high value conversations as you're gonna book meetings with newly engaged personas that are like the lower levels And then marketing should track CTAs to serve as hot accounts And what I mean by that is like if you got really granular into your CRM and your marketing animation platform There is a world where you can create individual CTAs That are by persona or by account like you can get wild with it if you really want to But realistically you should track CTA clicks Because you can and it will allow you to identify who is actually engaged with the The content at the moment All right So the LDR on persona based programming missing personas plus use cases equals a new way in Distribution relatively the same landing pages are relatively the same from a from a categorization perspective and then your direction is also the same All of this changes in the nuances of the messaging but distribution destination types and tracking will always remain the same because there's only so many ways to tell people This is a good decision for you Okay, last but certainly not least one of my favorites Before I dig into this any thoughts or questions so far we've got one From Hassan which is any good abm content or creative agencies you'd recommend For making all these costume materials or pages or ads for abm Selfish plug Where an abm agency that does all this stuff if you would like to work with us I Think we're pretty okay at it There are others, but I would actually forgive me for having to say this I Would think less about abm content And I think more about just like a good content and creative agency if that's all you need and you bring the strategy You could go probably higher someone that's more of a doer and just say I need these kinds of assets go make these kinds of assets One of the most expensive in the world. We're also the cheapest in the world Because we also provide revops and strategy so realistically if you just need the content We can help But if you already got a quick a killer strategy you know will work if you've already got incredible revops folks Just go higher content agency and then tell them exactly what you need that's how I do it So it's lots about abm content and more about just like Because frequently for me to say that's like what is abm content? It's just highly specific personalized nuance content that anyone can write if they have the right direction The core thing is the strategy so That's why I think that answered your question if you got more follows on that let me know otherwise We're gonna keep rolling into champion based programming So your relationship tracking and timing to revive deals that died when the internal champion left Sometimes you didn't lose the deal you lost the person who was driving it Thought process here this works in two ways. It's my favorite. This is one's my favorite so much Sometimes there are champions That go to another organization and you should follow them there Sometimes there are blockers that leave you would be notified of both and if there's a blocker that leaves You can go back around and you don't want to say it directly to your champion be like hey, it looks like Susie finally left That's really uncomfortable, but you do want to say though is You dance around a little bit and you say hey looks like There's an opportunity Not you don't want to say looks like they're an opportunity you would make it probably objection based But it would be kind of a teardew thing of like hey last time we spoke this was a challenge Just want to see if this was something that is still a challenge given these relevant changes So this comes back to essentially objection based or on headcount change, but it's like a layer deeper that is an intentional tracking of the individuals and Then you identify where you want to go do you want to go back to the same company or do a new following X company in the best case So you go after both which is one of my favorite things so There's a lot of information here Long and short six 12 months every single time other than the vertical where I extended a little bit longer due to sometimes vertical changes happen You want to review the notes in the calls like who's the internal champion what role do they play what have the deal stall You want to use LinkedIn user jams sales nav um And essentially just track like You would attract champion tracking obviously, but like You want to tag these folks appropriately in your CRM and say like when these people move we want to know that Um another really cheap way of knowing that without buying a bunch of tools Is if you send a weekly newsletter You can make a list that is bountiful email addresses Um, and you just check that list on a weekly basis and see what email addresses have bounced because when somebody leaves a job They're their email address typically bounces and then you can go check it on LinkedIn. So that's how I do it If I had no more budget Again, you want to then go within the original account and identify who took their place. So Sometimes you know in our context when a champion leaves That's actually the the opportunity for us to sell in because there's now a gap and they need to fill that gap quickly It's that's one option um option two is if you're a software What you want to do is you want to um, I didn't know if I took their place and see if there's an opportunity to reset the cycle by saying hey last time, you know, we were speaking with so and so You know given their transition some of these things didn't end up moving forward now that you're in seat I know you want to make an impact on the first 90 days Is this a thing that's still a problem in that approach typically ends up working out really really well Um, and you also want to map out all the stakeholders in the deal cycle that were either lightly engaged or CCed in the email uh thread with that main champion. So That's the thought process It's a lot there partner or sales um, this is really important for context um Because there's a lot of miscategorized champions um There are lots of people that are very friendly And we want to make sure we have a clear and real champion versus one that's just nice Um some people release are very very bad at saying no So they're super nice they let a deal drag out for longer We want people that actually had decision making power that got blocked and now we can reengage Or they were the decision maker and because of priorities they ended up not moving forward Um, and as a result there's now an opportunity to reengage for the priorities have likely shifted. So review Did they try to sell it internally? Who else was looped in? Um again Lots of single threaded champions so if no one else was looped in It wasn't a real deal. If they didn't try to sell it internally, it wasn't a real deal. But if it was, you know, opportunity. And then you want to align on which accounts are worth reviving at the old org and which champions are worth re-engaging at the new company. And then you want to create updated contact maps for both organizations, the past company and now the champions present company. Essentially, it's the same stuff, but the complexity here is instead of one company you have two companies you're focused in on. So AE reaches out to the original champion. And then if there were existing other relationships at the old company, AEOS reaches out there. S-Jer than the supplemental persona targeting at both organizations to try to loop in all the right people. I like both email and LinkedIn in this context. LinkedIn is better for the new champion because it makes it feel more organic. Because if you instantly email them, they're going to know that they were targeted. Now, they may not care, depending on the industry that you're a part of. But if you go through LinkedIn, it has the feeling and sense of more organic. And like you stumbled upon their new job update. So again, new role familiar problems is one of my favorite framings because often people build their career in a specific industry or a specific kind of company. So one of my thought processes that I love a lot from messaging perspective is, hey, do you want to run it back? Hey, last time when we worked together, it was awesome. Are you going into solve the same problems and you want to run that back? Huge opportunity. Here's where things left off if you're going after the old org. And then now might be the right time to revisit this if it's something that wasn't actively in cycle but is like really old, close lost. That champion was tracking through champions. All right. Sales partnership. So again, this is the thought process of AEON's original champion, SDR owns new contacts, marketing provides specific copy, retargeting ads, and then exact to exact messages if appropriate. The thing about destination, we're going to have separate paths. So for the champion that's starting in a new company, one of my favorite assets to develop if you get really heavy into champion tracking is like the 90 day success roadmap because everybody has a 30, 60, 90. And often the manager built a 30, 60, 90, not knowing how to do the job. It happens a lot. Like I just hired an UEA. I have never been a new creative assistant. This is my second UEA in two and a half years. I built a 30, 60, 90, on an action that I'm doing. That's why I hired her. So realistically, if someone were to outbound her and say, hey, if you're at a rapidly scaling agency and you're the EA to a founder, this is how we recommend making your role more successful in the first 90 days. And then that person can bring that to me. That'd be pretty cool. So I'd know if you do please, her name is Priscilla. She's great. That said, Quick Start Guide's huge fan. And then what we want to do is actually shortcut content links in the Quick Start that is also outlining case studies to their old use case. So that'd be like some follow up stuff after they've engaged in the initial 90 day roadmap. And then you've got ROI summaries of like, hey, we did some quick analysis for your new company. I think this could be the ROI. And then a light onboarding roadmap. Should they want it? And that's more like, yeah, I'm thinking about it. But like, if you're hard to get buy in to do something new, because I'm personally onboarding, that the light onboarding roadmap don't send it as like the first email by any such an imagination or even front ads to it. This is, they started to engage back. And now you want to actually talk about how easy this to do implementation. So if it's the new contact, the old company, product recap. So what was evaluated, what's installed, and what's changed. And then again, you want to make it easy to consume. So update the deck, make a new video, peer case studies. Part of our sales. So again, if there's sending stuff off, SDRs are outbounding, and then marketing's creating all the content. I'm really simple because we are running up on the last five minutes. Direction is essentially content engagement or booked meeting. You're just going to track it separately for both organizations. So the play look is actually a two-fer. Hope I, right, doesn't mind making two opportunities for the price of one. So track champion plus new company equals new op. Or track champion plus old company equals reengaged op. There you go. As you map all this out, there's likely to be some gaps. Here's how we're going to solving them in the context of that 40 framework. And if you were here at the beginning, it's scrappityodium.com/plan. You can go downline our full template for how we build all these programs. The 40 framework becomes a diagnostic tool for you. So you'll identify, we don't have great data, we don't have very distribution. We don't have good destinations, which in the context, this is where the main bulk of the work is going to be done. Or we don't have great tracking capabilities. Once you've identified where your gaps are, you can actually directly attack those head on versus saying, I don't know how to solve these problems. Like you know what the problems are now versus, I don't know where we're going to stumble along the way. All right. This is my last call for everybody on why you should do this. Because a lot of people are like, "I heard all the answers here, but I don't think this is the right call for us." If we, so we have 182 closed-lost opportunities, the data that we have found is that roughly 10 to 30% of closed-lost opportunities do re-engage back into pipeline quarterly. Pretty cool. So if we were to re-engage 10% of our pipeline every quarter, we would get a new 18 opportunities every quarter. We close one and three. Bumptionally what that means is from there, we would get like, "I'm not going to see me do math super poorly." We'd get six customers quarterly from just closed-lost. Now, this is something I just made as everyone's a good fit. And blah, blah, blah, blah. That's not the case. But like if you actually segmented it down to these are our good fits, we're going to re-engage these on a quarterly basis. And you got 10% is that worth the time? If the answer is yes, you should do this. Because you've already paid to acquire these accounts. You've already earned their pay, you've already earned the right to be considered. That is most of the battle for NetNew. So it's not about doing a much louder, bigger thing, without being smarter with timing, messaging, and execution. You're going to need 15 new tactics. This is four playbooks with four aligned roles and the conviction to revisit good opportunities with great timing. So from my perspective, if you're starting ABM, closed-lost is the fastest path to pipeline. And it will actually build by end from executives and the sales team to do the rest of the program that you're going to recommend. So please don't think you have to start completely NetNew on the audience. Start with great fit accounts that already know you exist. Prove out the model. Get an offer that works well for this audience. And then you know what works. You know what converts. You scale that for the rest of the program. So let's do this week. It's Wednesdays. Maybe you do this over the next seven days. Pull closed-lost ops by fit, closed-lost reasons, and then map buyers. You want to focus on either the warmest fits that have recently closed. You want champions of trust. You want objections you've actually already solved since they last talked to you. You want verticals where you've got strong customer stories. Tag them with one of the four playbooks as you review the closed-lost opportunities, partner sales to map ownership, and then finish the playbook strategy and project plan and go grab our project planning template at [email protected]/plan. If you can only take one slide away, here's the one slide. Start with one playbook, anchor on what's changed, protect the relationships. Industries are small. Time goes on. These people will inevitably buy if you do a great work for them. Use engagement to prioritize. Only celebrate meetings. And please, please, please finish the playbook strategy. Do the work. And if you liked this and you want seven hours of this, where you'll actually not just build one playbook, but you'll build the entire program strategy that maps to your existing current programs, it is based on your reality. It is intended and designed to specifically help you actually build your full ABM program. It's in two weeks. It's January 27th. Our ABM in a day workshop. It's apparently so good that people are coming back for a second full day in six months. That's insane. It's like this level of energy for seven hours. So if you want that, I'd love to see you there. I'm going to guilt trip all of you. It's actually my birthday. So you should just come to say happy birthday. All right, the guilt trip's over. If you want the exact template that we use for our clients, go to scrapaabm.com/plan. This is the guy to what we use to build our program. So we have one minute. If there's any questions, feel free to shoot me a message on LinkedIn. I'd love to answer anything that you guys have. And I think that's it. So while we're here, if there's any questions, let me know otherwise. Thank you all for being here. I'll be able to wonderful rest of your day. And thanks for the engagement in the comments. [MUSIC PLAYING] Thank you so much for listening to this episode of ScrapiABM. If you're looking for more content just like this, I highly recommend you go subscribe to our newsletter. We release weekly playbooks so that you have the actual ways in which you can start to build a NABM program today. Just go to scrapaabm.com/newsletter to subscribe. And if you enjoyed this episode, we'd really appreciate it if you'd leave a five-star review and hit the notification bell so you never miss an episode. I look forward to seeing you in the next one.