👀 Unpacking 2 ABM Benchmark Audits
We’ve been auditing ABM programs at organizations ranging from $5 million to +$20 billion in ARR as we build out our Benchmarking Database.
Here is how 2 organizations have structured their Growth ABM tiers:
Source: ForgeX Benchmark Database
Example #1
This first example comes from an organization that ranges from $100M - $1B in ARR.
Their Tiers are structured based off of a data-backed segmentation exercise that involved both the ABMer and full sales team that covers 350 accounts in total.
Tier 1 = Highest GTM strategic priority. Eligible for highly personalized tactics, like ‘Custom Content’.
Tier 2 = Secondary GTM strategic priority. Eligible for some, but not all highly personalized tactics.
Tier 2 = Third GTM strategic priority. Eligible for scaled tactics, like ‘ABM Ad campaigns’.
They have a mix of 55% expansion, and 45% net-new accounts all blended across the 3 Tiers.
Source: ForgeX Benchmark Database
Example #2
The second example comes from an organization that ranges from $10M - $100M in ARR.
Their Tiers are structured based off where the accounts are in the sales cycle and are covering 4,156 accounts in total.
Tier 1 = These accounts transferred from Tier 2 into Tier 1 after an opportunity was created. They include accounts that are high priority for the organization to convert.
Tier 2 = These accounts are all pre-opportunity, the objective is to move them into ‘MQA’ status and generate deals.
They have a mix of 100% net-new accounts across both Tiers.
🧐 What Does This All Mean
The way in which organizations Tier their accounts as part of their Growth ABM strategy has varied far greater than we anticipated across our audits so far.
A few reasons why:
The organization’s ACV makes a huge impact on coverage… orgs with a smaller ACV (<$50K) have far scaled coverage vs. orgs with a larger ACV ($50K to $500K, $500K to +$1M).
The maturity of the Account-Based GTM program makes a difference, for those who are covering only net-new accounts, they have it in their roadmap to cover existing customers in an expansion play - resources are the challenge.
More on this as we continue our audits!
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