Get Small to Go Big — Scaling ABX through Creative Integrated Campaigns
Company Size
200-1,000
Region
- America
Country
- United States
Product
- Kazoo Thrive Index
- Employee Experience Impact Calculator
- Employee Engagement Survey Toolkit
Tech Stack
- Account Intelligence
- Contact Intelligence
- Intent Data
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Customer Satisfaction
- Productivity Improvements
- Revenue Growth
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
About The 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.
The 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.
The 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.
Operational Impact
Quantitative Benefit
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