What to Do When Marketing Technology Can't Be the Top Priority
Vice President, Account-Based Marketing
To better manage its intricate sales cycle, influencer marketing platform Traackr began its account-based marketing (ABM) journey at the beginning of the year. More than six months in, eMarketer’s Jillian Ryan spoke with Evyenia Wilkins, Traackr’s vice president of account-based marketing, about implementing ABM without technology and adopting new performance metrics.
eMarketer: What was the impetus for Traackr’s ABM strategy?
Evyenia Wilkins: Despite having a healthy lead generation initiative and tons of people downloading our content, our inbound marketing wasn’t translating to sales pipeline growth. We knew we had to do something different.
Plus, the deals we’re trying to close are complex. We’re dealing with everybody from the CMO, to members of procurement and IT teams, to the practitioners doing influencer marketing on the ground. We realized that with such multifaceted cycles, marketing and sales needed to take a more holistic approach to our target accounts to make progress.
eMarketer: What types of technology have you adapted to facilitate your ABM programs?
Wilkins: Traackr has been working toward a dedicated ABM approach for about six months. When we started, it was just a small team: me, one sales development representative and one account executive. We had no technology. We wanted to do some things manually and see what we could learn about the tech we’d need vs. jumping on what everybody else was using. It was important to spend time experimenting.
“Rather than having separate marketing and sales technologies, we are building what we call a ‘revenue stack.’”
After the first three months, we’d grown the number of accounts we were going after and couldn’t handle it manually. We needed tools to support our efforts. Rather than having separate marketing and sales technologies, we are building what we call a “revenue stack.”
eMarketer: How many accounts are you working on at once?
Wilkins: We have roughly 500 accounts on our target list, but we’re not necessarily working on all 500 at any given time. Marketing provides the air cover at scale through highly targeted ads, and the SDR uses the same data to reach out to our prime targets one-to-one.
Marketing does monitor account engagement activities, and if something big happens—for example, 15 people from a major Fortune 500 company downloaded an asset from our website within the span of a week—it’s marketing’s job to flag that for the sales team.
“It’s not about who gets the credit—we try not to say it’s a marketing deal or a sales deal.”
eMarketer: With this focus on quality over quantity, how have you adjusted your success measures internally?
Wilkins: We’ve had to revisit our definitions of key performance indicators [KPIs] so that everybody is on the same page. It’s not about who gets the credit—we try not to say it’s a marketing deal or a sales deal. It has taken sponsorship at the executive level to change the language we use to measure our success as an organization.
We also aren’t focusing on the number of leads. In terms of our profit, a new metric we track is “New Initial Meeting.” If we can get the account to have a NIM with the sales team, we view that as more important than clicks or downloads.