Naviga&ng the ABM Technology Vendor Landscape - B2B...

© 2019, Peter O’Neill 1 www.marchnata.eu

Naviga&ng the ABM Technology Vendor Landscape

ABM Conference, B2B Marketing

November 2019

Peter O‘NeillResearch Director, Marke&ngResearch in Ac&on GmbH

@poneillexforr


MY DEFINITION OF ACCOUNT-BASED MARKETING

• The Account-Based Marketing (ABM) process is actually a long-established marketing/sales methodology

• ABM software can be used to support one or more of these processes:

Ø Post localized and contextual content

Ø Target online advertising at website visitors

Ø Send personalized/specific marketing content to individual prospects

Ø Re-targeting prospects who may have left the website

Ø Gather and model “propensity to buy” or intent data

Ø Aggregate individual digital behavior across an account buying team.

• ABM is first and foremost a strategy


RESEARCH: ARE YOU PLANNING TO IMPLEMENT OR REPLACE YOUR ABM SOLUTION IN THE NEXT 1/3 YEARS?

Comments:

• 57.3 % ofcompanies plan toinvest in a new ABMsystem

• Over half of thesecompanies aremigrating fromanother system.

N = 1,500 Business Managers with budget responsibilities


Where Do You Start Your Search For a Vendor?

üAsk your peer contacts

üLook at vendor websites

üTalk to a vendor salesperson

üVisit events or conferences

üRead reports / market overviews

üRead press reviews

üOther

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Gartner and Forrester – The Research Process


There are Different Types of Research Reports


THE VENDOR SELECTION MATRIX™ METHODOLOGY


RESEARCH: WHAT IS YOUR #1 INVESTMENT AREA IN THE ABM SPACE FOR 2019?


Comments:

• One in 5 of companiesare focused on salessuccess

• System infrastructureand performance arenext

5.7%

5.9%

6.3%

6.6%

7.5%

7.8%

10.1%

11.9%

Enabling marketing and sales to agree on one list of targetaccounts

Better personalization

Integration with other marketing systems

Account-Based Marketing platform selection and implementation

System performance and responsiveness

Migration to SaaS platform

Enabling sales staff to better understand their target buyers

Increasing the quality of leads processed by our marketingsystem


RESEARCH: WHAT ARE YOUR TOP 3 PRIORITIES WHEN CONSIDERING AN ABM SOLUTION (3 ANSWERS)?

Comments:

• The price sensitivityis because buyersare cautious aboutpricing which canbe variable

• Companies recognize theyneed help tosucceed with theirABM strategy


7.5%

8.0%

8.3%

10.5%

10.8%

11.2%

SaaS platform

Local (regional) support

Implementation assistance

Solution flexibility

Innovation

Price/value ratio


Insights: ABM Market Predictions

Ø Customer expectations drive demand for ABM across all industries Ø Business buyers are protesting over marketing deluge - will unsubscribing where possible

Ø Expect all suppliers’ communications should be relevant to their current business issues.

Ø The emergence of ABM platformsØ Many respondents deploy 2, 3,or even 4 ABM vendors, with integration an issue. 30% want to migrate to a

more suitable system (unusually high)

Ø Current mire of confusingly-positioned vendors will converge to a few platform providers, supporting account and contacts selection; analytics and insights; content personalization; customer engagement orchestration; and performance assessment analysis

Ø The convergence of ABM and B2B Marketing Automation Ø Currently, most connect their ABM to the incumbent marketing lead management (MLM) platform

Ø There will be an industry-consolidation between ABM and B2B-orientated MLM vendors

Ø ABM solutions will add sales engagement featuresØ As businesses invest in sales engagement management (SEM) software and relegate their CRM database to a

system of record architecture.


VENDOR SELECTION MATRIX™ ABM SAAS AND SOFTWARE: EVALUATION CRITERIA

STRATEGY

Vision & Go-To-Market 30% Does the company have a coherent vision in line with the most probable future market scenarios?

Does the go-to-market and sales strategy fit the target markets and customers?

Innovation & Partner Ecosystem 20% How innovative is the company?

How is the partner ecosystem organized and how effective is the partner management?

Viability & Execution Capabilities 15% How likely is the long-term survival of the company in this market?

Does the company have the necessary resources to execute the strategy?

Differentiation & USP 35% Does the solution have a Unique Selling Proposition (USP) and clear differentiators?

EXECUTION

Breadth & Depth Of Solution Offering 30% Does the solution cover all necessary capabilities expected by the customers?

Market Share & Growth 15% How big is the market share and is it growing above market rate?

Customer Satisfaction 25% How satisfied are customers with the solution and the vendor?

Price Versus Value Ratio 30% How do customers rate the relationship between the price and perceived value of the solution?


VENDOR SELECTION MATRIX™ – ACCOUNT-BASED MARKETING SAAS AND SOFTWARE

Note: Potential numerical deviations due to rounding

6SENSE (3)

AGENT3 (20)

D&B DATAVISION(17)

DEMANDBASE (7)

ENGAGIO (1)

INSIDEVIEW (5)

JABMO (2)

KWANZOO (9)

LATTICE ENGINES (14)

LINKEDIN (14)

MADISON LOGIC (5)

MARKETO (8)

MRP (4)

RADIUS (13)

ROLLWORKS (12)

TECHTARGET (18)

TERMINUS (19)

TRIBLIO (11)

TRUE INFLUENCE (16)

ZOOMINFO (10)

STR

ATEG

Y

EXECUTION

MARKET LEADER

© 2019, ResearchIn Action GmbH Reproduction Prohibited

Research In Action - Vendor Selection Matrix™Account-Based Marketing SaaS And Software The Top 20 Global Vendors 2019

RESEARCH IN ACTIONvendor selection matrix

STRATEGY EXECUTION TOTAL

1. ENGAGIO 4.64 4.65 9.29

2. JABMO 4.54 4.61 9.15

3. 6SENSE 4.49 4.64 9.13

4. MRP 4.36 4.64 9.00

5. INSIDEVIEW 4.54 4.20 8.74

6. MADISON LOGIC 4.41 4.33 8.74

7. DEMANDBASE 4.13 4.39 8.51

8. MARKETO 4.15 4.15 8.30

9. KWANZOO 4.14 3.90 8.04

10. ZOOMINFO 4.06 3.91 7.98

11. TRIBLIO 3.88 4.09 7.96

12. ROLLWORKS 3.96 3.99 7.95

13. RADIUS 3.93 3.96 7.89

14. LATTICE ENGINES 3.89 3.99 7.88

15. LINKEDIN 3.91 3.96 7.88

16. TRUE INFLUENCE 3.79 4.06 7.85

17. D&B DATAVISION 3.86 3.98 7.84

18. TECHTARGET 3.73 4.09 7.81

19. TERMINUS 3.84 3.91 7.75

20. AGENT3 3.91 3.75 7.66


Recommendations to the Vendor Selection Process

Ø Develop your Vision first, then consider People, Process and then TechnologyØ Use “Design Thinking” – not only about customers but also employeesØ Instead of automating a process, focus on the experience for users

Ø Create a Reality Show for your Shortlist VendorsØ Realistic business scenarioØ Include roles for your employeesØ Review and test vendor resources for “Customer Success“

Ø Most Suitable Partner may not be the Software VendorØ Local Implementation Resources are CriticalØ If using a local consultant or agency as implementation partner - ensure that the

recommended software is the right one for YOU (not them)


CONTACT

RESEARCH IN ACTION

Research In Action GmbH

Alte Schule56244 Hartenfels

Germany

Office: +49 2626 291251

Fax: +49 2626 291272Email: [email protected]

Peter O‘Neill, Research Director+49 174 [email protected]


DisclaimerPeter O’Neill does not endorse any vendor, product or service depicted in his research publications, and does not advise technology users to select only those vendors with the highest ratings. The information contained in his research has been obtained from both enterprise as well as vendor sources believed to be reliable. His research publications consist of the analysts’ opinions and should

not be considered as statements of fact. The opinions expressed are subject to change without further notice. Peter O’Neill disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness

for a particular purpose.

About:

Peter O’Neill is an IT industry veteran with more than 37 years of experience in advising IT vendor and end-user clients andperforming research-based consulting, combining strong research capabilities with comparative vendor assessments andactionable advice.

Peter is most known for his 12 years of service at Forrester Research, where he held various analyst and management positions.Most recently Peter had the global responsibility for managing Forrester’s research on B2B Marketing and leading a large team thatdelivers research to help these professionals. He was responsible for a research agenda that illuminates strategic opportunities andrisks, market demand and competitive dynamics, and go-to-market, as well as organizational strategies and the use of marketingtechnology to improve business results.

After working for 20 years at Hewlett-Packard in Germany and in the USA, in various marketing positions, Peter ran the vendorconsulting business in EMEA for META Group from 2001 to 2005 before joining Forrester.

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