ABM and brand: Beyond the chasm

I recently spoke to Rachel Fairley, Chief Brand Officer at Hewlett Packard Enterprise, to explore how ABM and brand work together. Rachel has successfully repositioned over 30 companies, and the argument was clear: ABM extends beyond mere demand generation and has the potential to revolutionize the way businesses approach customer engagement.

It’s a common misconception that ABM is a strategy in place of lead generation. The integration of brand and demand efforts brings together the best of both to grow accounts. The pitfalls of segregated strategies are akin to donning rugby gear one day and a three-piece suit the next. So, I asked Rachel how we can avoid the lead-generation chasm so many ABM programs slip into.

Separating brand and demand efforts means inconsistent interactions with accounts. This is disconcerting for customers and bad for revenue. An account-based strategy calls for a unified and consistent presence, so the entire organization shows up consistently for your accounts.

Evolving market dynamics call for adaptability and innovation. Selling and serving customers in one area doesn’t guarantee a similar reception for a new offering. Adopting an account-centric approach allows businesses to develop tailored solution portfolios based on customer needs. This ensures that services and offerings resonate with buyers, driving business impact and sustained growth.

Don’t assume that your accounts will seamlessly retain information from one interaction to the next. An account-focused effort involves your organization building connective tissue and insights across executive, marketing, sales, and service interactions. This valuable knowledge is then utilized to foster and maintain brilliant relationships.

Stay relevant by understanding what motivates a customer’s entry into the market, while delivering memorable experiences and maintaining a continuous stream of communications. This approach aims to enhance both mental and physical availability, ensuring sustained engagement and impact.

Our collaborations with clients are geared toward driving transformation. In this context, culture extends beyond mere interactions like marketing collaborating more closely with sales or the distribution of customer feedback. It goes much further – when done well, it involves a deep understanding of customer needs. The embedded culture is designed to fulfil these needs, adapting behaviors based on the specifics of the purchase. This could be a customized solution for their business, prompting a different approach, or a purchase of a well-understood product.

This is the very essence of ABM – a strategic approach that goes beyond traditional marketing boundaries. ABM creates a culture deeply rooted in customer needs, understanding, and satisfaction.

The fusion of ABM and brand isn’t just a strategy; it’s a shift in organizational culture and a commitment to a customer-centric ecosystem that stands the test of time.

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