Account Based Experience (ABX)
It's the hot talk of the town, but what really is the role that ABX plays in driving hyper-growth? Multiple of our guests have deep expertise in planning and executing stellar ABX programs, and they share their wisdom across both strategy and execution. How to think about ABX across different dimensions - multiple products, multiple regions, multiple personas etc.? How to maximize the value of existing customers in drive net new pipeline and revenue?
1. Anatomy of ABX
Anatomy of ABX: As outlined by Nancy, ABX is deeply intertwined with customer and executive marketing, emphasizing the entire customer lifecycle. It involves personalizing engagement based on where individuals are in their journey—from adoption to becoming advocates. ABX requires collaboration across sales, marketing, and customer success teams to deliver tailored messaging and VIP experiences, especially to executives who drive purchasing decisions. Through thought leadership, targeted messaging, and events, ABX aims to deeply engage key decision-makers, ultimately driving larger deals and accelerating revenue by aligning marketing directly with sales strategy and account needs.
2. Enterprise-wide expansion
ABX approach for Enterprise-wide Expansion: The core objective of ABX in companies with a multi-product strategy is to maximize your footprint within these enterprise accounts. In most cases, this implies landing with one function and engaging different other functions like HR, IT, Finance etc. to expand the NRR of the account. Steven talks through the importance of identifying the right Champions to be the internal driver of such relationships and co-developing your ABX strategy with that customer with them. He also warns us of evaluating whether someone is truly a Champion or a Coach by simply looking at if they are willing to take you to other functions.
3. Regional expansion
ABX approach for Geographic Expansion: Gio led the international expansion efforts at 360Learning, helping the French company increase their footprint in UK and US while growing from $5M to $45M in ARR. His insights around regional expansion are particularly valuable for companies whose customers have multiple buying centers in different regions and the purchase decisions are taken independently.
Partnership
Steven shares a sneak peek into an enterprise revenue leader's view on partner selling or "off-balance-sheet selling". He emphasizes on how it makes sense to grow in SMB and generalized segments without having to make a significant headcount investment for coverage. He also discusses about the planning and processes requires to avoid conflicts across partners.
Gio discusses the two types of partners that helped 360Learning's growth - Analysts and Consulting companies. While Analysts were neutral stakeholders helping companies understand the market and make recommendations on technologies they could use (including 360Learning), Consultants were resellers of the technology who could recommend and bundle it with their offerings whereby increasing market presence for 360Learning. In many cases, the Consultants were already engaged with the customers which made the process of selling and implementing the tech much smoother.
