Demandbase

Thales Cloud Protection and Licensing, a global leader in data protection, was facing challenges with their sales and marketing tech stack. Despite having CRM, marketing automation, and a chat bot in their EMEA division, they were struggling to transition from a traditional lead-gen focus to a modern, efficient Account-Based Marketing (ABM) approach. They lacked the necessary data to make informed decisions and desired a single source of truth for sales and marketing, with intent and engagement data. They also wanted to identify which accounts were visiting their website, data that went beyond their own first-party data. Furthermore, they lacked the tools and integrations to automate and scale ABM. The challenge was to find a solution that could address these deficiencies.

Matillion, a leading enterprise data integration company, was seeking to scale their go-to-market efforts to meet their growth objectives. They realized that the solution was not merely to increase lead volume but to focus on the right kind of accounts and deepen their engagement. They needed to implement an account-based approach. However, the sales and marketing teams were using different systems with different data sets that didn’t communicate with each other. This led to a manual and time-consuming process of merging and analyzing data to find insights about which accounts to prioritize and how and when to engage with them. The process was slow and cumbersome for sales, and while the insights were valuable, there was a need to automate the process and deliver real-time insights directly into the tools used by the sales team.

Lacework, a cloud security platform, was looking to establish an account-based marketing (ABM) program. The company had a very targeted ideal customer profile (ICP), making ABM a suitable strategy. To build this program, Lacework hired Mandy Hanson, Director of Global Account-Based Marketing. Her task was to create impactful campaigns for Lacework’s top strategic accounts. However, the existing ABM platform was not delivering the desired results, prompting the need for a more effective solution.

WorkForce Software, a global provider of integrated employee experience and workforce management solutions, faced a significant challenge during the COVID-19 pandemic. Despite their rapid growth during this period, the company's go-to-market (GTM) strategy was traditional and leads-based, which was not creating the desired customer experience. The company had much of their content gated to gather leads and email addresses, which were then flooded with unsolicited content. This approach was not only intrusive but also ineffective in creating a positive customer experience. Furthermore, the company lacked the necessary data to properly target their customers and understand their position in the buyer journey. Their overall approach was too generic, and they lacked the tools to reach the right decision-makers.

Accela, a trusted provider of cloud solutions for state and local government operations, faced a unique challenge. As a company that sells into the public sector, where calls for RFPs are the norm, Accela needed to find a way to engage with accounts as early as possible in the research and buying cycle. This proactive approach was necessary to position them as an essential part of the buying decision and to build trust early in the conversation. To address this, Accela hired Senior Manager of Field Marketing, Steffanie Zazulak, to build an Account-Based Marketing (ABM) program. Steffanie, with her background in implementing results-based ABM programs, knew that investing in an intent solution was crucial to help sales get ahead of the RFPs.

Deep Instinct, a cybersecurity company, was facing a challenge in their marketing approach. The company, which specializes in providing anti-malware and protection from unknown threats, was under the leadership of a new VP who was keen on using tools, technology, and intent data for a targeted approach to the accounts they pursued. However, the marketing team was in the process of rebuilding and needed to evaluate the tools in their tech stack. They wanted to be able to map leads to accounts, identify anonymous web visitors, and tap into intent data from a variety of sources across the buyer’s journey. The challenge was to find a tool that could handle all these requirements efficiently and effectively.

Ekahau, a global leader in wireless network solutions, was facing a significant challenge with their data management. Despite serving more than 50% of the Fortune 500 companies, they were not satisfied with their current standing. They were aiming for a highly segmented growth strategy, but their existing database was filled with non-standardized, duplicate, and outdated data. There were also significant gaps in account information and corporate family trees. This poor data quality was hindering their ability to analyze and understand their current customers, segment their market, and assign related accounts within a family tree to a single representative. This was preventing them from making strategic decisions about their target market, hiring, and account assignment decisions. Furthermore, they were unable to effectively serve and grow their large corporate and enterprise accounts. The onset of the pandemic and the shift to remote work further complicated their situation.

Equilar, a software and technology company, was grappling with data fragmentation. They had a wealth of data about their accounts, but it was scattered across various siloed systems such as CRM, marketing automation, Google Analytics, and more. This resulted in a lack of insights into which accounts were engaging and their interests, leading to what Demandbase refers to as 'account blindness.' Without these insights, Equilar's marketing team resorted to indiscriminate 'blasting' of their prospect database, while their sales reps were left guessing about which accounts to engage with. Additionally, Equilar had significant gaps in their contact data, making it difficult to engage accounts without any contacts or contact details. They also faced issues with data cleanliness due to the constant changes in businesses and people.

Fivetran, a rapidly growing data integration and data pipeline provider, was facing a challenge in their sales and marketing strategy. They had been focusing exclusively on traditional demand generation tactics, pushing inbound leads into the top of the funnel. However, with a desire to win certain accounts and move upmarket, they decided to add account-based marketing (ABM) to their strategy. The ABM team at Fivetran, led by Casey Patterson, was established to bring the sales strategy to life. However, they quickly discovered a knowledge gap in both sales and marketing. They lacked insights into what was happening at an account level. The demand gen team was successful at bringing in hot leads, but sales were often targeting lists of accounts, sometimes based on MQLs, sometimes not. To support both sales and marketing goals, they needed a tool that could report on every single activity at an account, serve that information to sales in a prioritized and scalable way, and set the ABM team up for success with account level targeting and reporting.

Sagility, a global healthcare services company, was struggling with its sales and marketing outreach. The company offers a wide range of services to a diverse spectrum of businesses, making it challenging to tailor their outreach and messaging to each. Prior to the arrival of Kevin Nolan, the Global Head of Healthcare Marketing, Sagility focused on three large health insurance plans and expanded to new logos only when a champion from one of those organizations moved to another. The concept of outbounding for new business did not exist. Furthermore, Sagility was heavily reliant on luck to open doors, often learning about a Request for Proposal (RFP) during a call with a prospect or as an offhand comment at a trade show. Kevin was looking for a solution that would enable him to personalize outreach programs for very specific audiences and end their reliance on luck.

Navisite, a provider of IT infrastructure services, faced a significant challenge when they merged four companies together. Their CRM data, which they relied on to identify prospects and target them with appropriate products, was in disarray. They had six account records for every account, numerous duplicate contacts and leads, and a mix of processes for maintaining the data. The company uses company size and industry data to identify prospects that fit their ideal customer profile (ICP) and to determine the best solution and go-to-market strategy. However, the unreliable data meant their reps were wasting hours on research and often missing the mark. The primary challenge was to clean up the data.

When Ryan Oliver moved from SAP corporate to SAP Concur to run their digital marketing program for U.S. enterprise accounts, he faced a significant challenge. He had a large universe of accounts to target and a limited budget to do it with. He needed a tool to help him prioritize his list and get the most value for his advertising budget. Additionally, he was looking for a platform that would help him implement account-based marketing (ABM) best practices, such as multi-touch campaigns, consolidated insights to better understand what their target accounts were doing, and analytics to evaluate and double-down on what was working.

Caregility, a virtual care platform for medical providers and clinicians, offers a wide range of online patient experiences, supporting about 1,500 hospitals, 63 health systems, 10,000 devices and carts, and connecting to around 4 million sessions annually. With such a diverse group of customers and use cases, they faced the challenge of segmenting their targets and delivering highly tailored, relevant messages. They needed a way to engage multiple prospects within an organization earlier in the buyer’s journey, as not everyone understood that their one solution could work in so many different departments. Prior to working with Demandbase, Caregility did not have an account-based marketing (ABM) program in place.

Diebold Nixdorf, a global leader in providing hardware, software, and services for financial institutions and retailers, faced a significant challenge in engaging with banks and credit unions in North America that were not currently doing business with them. The company's marketing team had no way of knowing what these potential clients might be interested in - hardware, software, or services. Their 2022 ad campaign aimed to answer this question and more. In 2021, the company had used the Demandbase ad platform to target a finite number of these accounts, producing impressive results that significantly outperformed industry benchmarks. However, they wanted to improve on these results in 2022 by targeting a larger list of accounts, running shorter campaigns, and promoting more products.

Folloze, a technology company specializing in MarTech, faced a significant challenge in optimizing their marketing programs and spending. The company had recently signed a contract with Demandbase, a comprehensive marketing platform, and was looking to leverage account-based marketing (ABM) as a key strategy for growth. Bretton Hoekwater, Growth Marketing & Analytics Manager at Folloze, was tasked with implementing and optimizing this program. The challenge was to identify accounts that fit Folloze's ideal customer profile (ICP) and to segment these accounts into tiers based on various metrics such as engagement minutes, pipeline predict scores, and qualification scores. This segmentation would then inform the company's marketing and sales strategies, with different tiers receiving different types of ad messages and sales approaches.

Hexagon, a global leader in digital reality solutions, was facing challenges in coordinating their Account-Based Marketing (ABM) activities. Despite having a data-driven approach, their ABM program was not as efficient as it could be. The company was already conducting some ABM-like activities, but they lacked a strategic approach to amplify their success. The main challenge was the lack of a comprehensive view of all their activity within an account and a cohesive account-centric approach. This was due to the breadth of solutions they offered, which often resulted in different teams working within the same account, leading to uncoordinated activities and potential customer touchpoints. The goal was to build a true ABM program that matched their needs as an enterprise-level organization.

IBM, a globally recognized brand, prides itself on delivering high-quality technology and services to solve pressing business problems. The company's account-based marketing (ABM) strategy involved identifying engagement from their top accounts and providing this crucial information to the sales team for action. However, the company faced challenges in identifying and connecting with their top accounts effectively. They needed a solution that could help them identify a larger number of accounts and top accounts compared to previous years. The challenge was further amplified when IBM decided to run a campaign around the US Open, aiming to identify their top accounts engaged with the campaign.