Case Studies Get Small to Go Big — Scaling ABX through Creative Integrated Campaigns

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	Get Small to Go Big — Scaling ABX through Creative Integrated Campaigns

Get Small to Go Big — Scaling ABX through Creative Integrated Campaigns

Technology Category	Analytics & Modeling - Predictive Analytics Functional Applications - Enterprise Resource Planning Systems (ERP)
Applicable Industries	Professional Service Software
Applicable Functions	Business Operation Sales & Marketing
Use Cases	Demand Planning & Forecasting
Services	Data Science Services System Integration Training
Challenge	The company faced a significant challenge in terms of new ARR bookings. They needed to shift their strategy from selling low to selling high, moving from being a 'nice to have' to a 'must have' solution. The existing approach involved casting a wide net and relying on MQLs via email nurture, which was not yielding the desired results. The company needed to reset its strategy to focus on a single platform brand, target high-value personas, and use a more focused approach to segmentation and campaigns. Read More
About Customer	The customer is a company that operates in the software and professional services industry. They have a core prospect TAM of employees ranging from 100 to 4999, primarily located in North America. The company aims to improve its demand capture and sales enablement processes by leveraging account and contact intelligence, intent data, and personalized outreach. They are focused on building a strong brand presence and improving their marketing and sales metrics through integrated campaigns and strategic segmentation. Read More
Solution	The company implemented a three-stage campaign strategy focusing on brand building, demand creation, and demand capture. They prioritized account and contact intelligence, personalized outreach, and strategic segmentation to maximize the efficacy of their programs and media spend. The new approach involved re-mapping content to the buyer's journey, improving the quality of MQLs, and focusing on identified demand. They also introduced new positioning and messaging, focused sales enablement, and process efficiencies. The company used a combination of paid advertising, social media, press, analysts, review sites, influencers, partners, and customer advocacy to build their brand and engage with their target market. Read More Log in to view content
Contents

Technology Category

Analytics & Modeling - Predictive Analytics

Functional Applications - Enterprise Resource Planning Systems (ERP)

Applicable Industries

Professional Service

Software

Applicable Functions

Business Operation

Sales & Marketing

Use Cases

Demand Planning & Forecasting

Services

Data Science Services

System Integration

Training

Challenge

The company faced a significant challenge in terms of new ARR bookings. They needed to shift their strategy from selling low to selling high, moving from being a 'nice to have' to a 'must have' solution. The existing approach involved casting a wide net and relying on MQLs via email nurture, which was not yielding the desired results. The company needed to reset its strategy to focus on a single platform brand, target high-value personas, and use a more focused approach to segmentation and campaigns.

About Customer

The customer is a company that operates in the software and professional services industry. They have a core prospect TAM of employees ranging from 100 to 4999, primarily located in North America. The company aims to improve its demand capture and sales enablement processes by leveraging account and contact intelligence, intent data, and personalized outreach. They are focused on building a strong brand presence and improving their marketing and sales metrics through integrated campaigns and strategic segmentation.

Solution

The company implemented a three-stage campaign strategy focusing on brand building, demand creation, and demand capture. They prioritized account and contact intelligence, personalized outreach, and strategic segmentation to maximize the efficacy of their programs and media spend. The new approach involved re-mapping content to the buyer's journey, improving the quality of MQLs, and focusing on identified demand. They also introduced new positioning and messaging, focused sales enablement, and process efficiencies. The company used a combination of paid advertising, social media, press, analysts, review sites, influencers, partners, and customer advocacy to build their brand and engage with their target market.

Impact #1	The company saw a significant improvement in their marketing and sales metrics. They achieved a 38% growth in new ACV and improved their win rate by 23 percentage points.
Impact #2	The quality of MQLs improved by 63 percentage points, and the MQL to win rate increased by 3.6 times.
Impact #3	They also saw a 32-point increase in domain authority, a 307% increase in organic traffic, and a 454% increase in brand search clicks.

Impact #1

The company saw a significant improvement in their marketing and sales metrics. They achieved a 38% growth in new ACV and improved their win rate by 23 percentage points.

Impact #2

The quality of MQLs improved by 63 percentage points, and the MQL to win rate increased by 3.6 times.

Impact #3

They also saw a 32-point increase in domain authority, a 307% increase in organic traffic, and a 454% increase in brand search clicks.

Benefit #1	76% fewer MQLs
Benefit #2	25% fewer opportunities
Benefit #3	38% growth in new ACV

Benefit #1

76% fewer MQLs

Benefit #2

25% fewer opportunities

Benefit #3

38% growth in new ACV

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Overview

Get Small to Go Big — Scaling ABX through Creative Integrated Campaigns

Operational Impact

Quantitative Benefit