Assuming you read my previous post , you understand the basics of ABM. So, let’s start with what you’ve completed since then:
Vetted and segmented list(s) (both companies and contacts)
Planned—and programmed—an appropriate contact cadence
Developed a content calendar, mapped to your audiences’ functional roles
Next comes the most important part: Measuring and monitoring your program.
At Red House, we’ve been executing ABM programs in various forms for over a decade. We call it “narrowcasting,” and it works amazingly well. You’ll notice a lot of companies moving to ABM perhaps because it’s “the next big thing,” but before you join them, proceed with caution. ABM isn’t a quick fix.
At Red House, we sell something that just might come back into fashion soon: measurable results—and we’ve been doing it for over a decade, before it was popular. That sounds ridiculous, but it’s true: since the dawn of internet marketing, “results” have been sold as a pleasant consequence of clicks.
By definition, strategic marketing planning results in . . . a plan. No real surprise there. And it’s typically built around some level of research that defines the way in which the theme will be woven into your marketing approach.
At Red House, our model has an important—if occasionally painful—twist.