实例探究 > Get Small to Go Big — Scaling ABX through Creative Integrated Campaigns

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

公司规模
Mid-size Company
地区
  • America
国家
  • United States
产品
  • Kazoo Thrive Index
  • Employee Experience Impact Calculator
  • Employee Engagement Survey Toolkit
技术栈
  • Account Intelligence
  • Contact Intelligence
  • Intent Data
实施规模
  • Enterprise-wide Deployment
影响指标
  • Revenue Growth
  • Customer Satisfaction
  • Productivity Improvements
技术
  • 分析与建模 - 预测分析
  • 功能应用 - 企业资源规划系统 (ERP)
适用行业
  • Software
  • Professional Service
适用功能
  • 销售与市场营销
  • 商业运营
用例
  • 需求计划与预测
服务
  • 数据科学服务
  • 系统集成
  • 培训
关于客户
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.
挑战
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.
解决方案
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.
运营影响
  • 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.
  • The quality of MQLs improved by 63 percentage points, and the MQL to win rate increased by 3.6 times.
  • They also saw a 32-point increase in domain authority, a 307% increase in organic traffic, and a 454% increase in brand search clicks.
  • The company successfully captured a higher percentage of in-market demand and created a more efficient and effective sales enablement process.
  • They achieved these results with half the marketing team and a smaller budget, demonstrating the efficiency and effectiveness of their new strategy.
数量效益
  • 76% fewer MQLs
  • 25% fewer opportunities
  • 38% growth in new ACV
  • 23 percentage points improvement in win rate
  • 3.6 times improvement in MQL to win rate

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