How SAP Engaged Its Best Customers With Account-Based Marketing … · 2016-02-19 · Account-based...

Session Title

ERIC MARTINVice President, MarketingSAP

How SAP Engaged Its Best Customers With Account-Based Marketing to Impact the Close of $27 Million

Eric MartinVice President, MarketingSAP

Background

As the market leader in enterprise application software, SAP helps Fortune 500s and other large multinational corporations with fairly complicated supply and customer chains overcome the complexities that plague our businesses.

With “Run Simple” as our operating principle, SAP’s nearly 77,000 employees focus on a singular purpose that inspires us every day: To help the world run better and improve people’s lives.

SAP North America• Serving 132,000 customers in 25 industries

• 1,067 channel partners and distributors

• 75 locations

• 19,000 employees

• Headquartered in Newton Square, PA

Challenge

Uncoordinated marketing activities with sub-optimized customer experience

• Generic, impersonal marketing activities

• Reactive based on Sales’ requests

• Inability to measure results by account

• Very limited best practice sharing

• Success limited to physical events

• No common methodology/training

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SAP North America Marketing: Highly matrixed

Industry Marketing

Line of Business Marketing

Product Marketing

Regional Marketing

Email

Tele

SAP.com

Webcasts

Events

Advertising

Customer

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Account-based marketing (ABM) is a strategic approach to business marketing in which an organization considers and communicates with individual prospects or customer accounts as markets of one.

Account-based marketing

Account Selection

Planning and Insight

Messaging and Content

Execution and Engagement

Measurement

ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Foster internal alignmentStep 5: Build custom programsStep 6: Launch and measure results

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Internal External

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Internal External

Analyze SAP’s operations

Define “to-be” model

Build out and prioritizespecific steps

ApproachStep 1: Consult experts in the marketplaceStep 2: Build a business caseStep 3: Select key accountsStep 4: Build custom programsStep 5: Foster internal alignmentStep 6: Launch and measure results

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Test pilot program

Strategically chose five accounts to test the initiative and secure internal momentum

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All numbers are for North America market only

Our most strategic customers —driving 30% of SAP’s revenue

Strategic customers

10,000+ Accounts

Key/named accounts

General business

4,500 Key accounts

66 Accounts

Account selection

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Pilot Program: Three criteria

Growth potential of each account

Sales engagement

Customer commitment

Source for criteria: Sirius Decisions

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Talk to customer

• What is their vision?

• What audience do they want to reach?

Determine their goals and initiatives

• What are their growth targets?

• How does software contribute to their goals?

Plan highly-focused, executional elements

Research

© 2015 SAP SE or an SAP affiliate company. All rights reserved. 20Confidential

Bill of materials

ACTIVITIES/SERVICES

NEWSLETTERS

WEBCASTS

JAM SITES

GLOBAL SPONSORSHIPS

REFERENCES

ONSITE 1:1 EVENTS

GO-LIVE EVENTS

SOCIAL ANALYTICS

DESIGN THINKING

EBC VISITS

SOCIAL CORPORATE RESPONSIBILITY

CUSTOM WEBSITES

PROFILING

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Example custom program

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Marketing Sales

• Key players and decision makers

• Buyer personas

• Content that maps to buyer’s cycle

• Customer initiatives, mapped to SAP offerings

• Understand account history and primary players

• Build marketing plan based on account team’s account/revenue priorities

2014

New pipeline: 49 opportunities, $27M value

Marketing progressed pipe: $57M, $30.3M closed

Marketing touched pipe: $209M, $27.6M closed

New LOB contacts: 1,200

2015

Pipe: 48 for $40.5M

MPP: $107M, $54M closed

MTP: $448M, $75M closed

New LOB contacts: 1,420

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“Our ABM practitioner is awesome. She is thoughtful and provides strategic impact at the account

level. She is looked at as part of the team.”

“This program is great; thanks for having it available for

strategic accounts.”

I WOULD RECOMMEND ABMTO MY COLLEAGUES.

THE ABM MARKETER COMES TO ME AND THE SAP ACCOUNT TEAM WITH INNOVATIVE IDEAS AND TACTICS TO HELP ME REACH MY ACCOUNT GOALS.

Qualitative feedback

89%

89%

84% THE ABM PROGRAM HAS HELPED UNCOVER NEW OPPORTUNITIES IN MY ACCOUNT.

Survey Results:

Key takeaways

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Key takeaways

• ABM is not incremental in nature. A case must be built that the budget and head count is better spent on ABM than traditional marketing or other areas.

• Governance through service-level agreement (SLA) is a necessity.

• Sales and customer cooperation is vital for a successful ABM program.

Thank YouEric Martin @myfavemartin

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Re-trench — 44 accounts in 2016 (20% reduction)

Reporting in place for non-$$ metrics

Streamline and document for efficiencies (versus scale)

Work with alliance partners on joint plans

Refine and improve

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How SAP Engaged Its Best Customers With Account-Based Marketing … · 2016-02-19 · Account-based...

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