How ABM Drives Engagement for Asset Management Firm
An asset management firm faced a pivotal opportunity: introducing a new investment product. Amidst the competitive market backdrop, the company understood the critical importance of fostering collaboration between their sales and marketing teams to capture the interest of potential new clients. Yet, challenges stood in their path. The identification and engagement of potential clients for the new product remained murky. The marketing team needed to fine-tune their approach to spot accounts displaying genuine buying intent. The launch of a new product heightened pressure on the sales team to swiftly generate profitable sales opportunities. Additionally, the disconnect between sales and marketing teams, coupled with a lack of unified key performance indicators (KPIs) for tracking progress, further complicated matters. And with constraints in the marketing budget, they needed a strategy to maximise ROI despite limited resources and they needed to execute quickly.
Undeterred by these obstacles, the company set out on a journey of innovation and collaboration. Firstly, they embarked on the path of creating an Ideal Customer Profile (ICP) for their target market. Drawing insights from their seasoned sales team and analysing existing high-value clients and prospects, they crafted a profile tailored specifically for the new fund. With their refined ICP in hand, the company meticulously compiled a target account list. Drawing from various sources such as the existing pipeline, engagement analytics, and keyword-based intent signals, they assembled a list of potential accounts ripe for exploration.
As a next step, the company launched a multi-channel awareness campaign. Spanning platforms like LinkedIn, display advertising, and email, this tailored campaign disseminated thought leadership content designed to engage their target audience. But the journey didn't end there. The company introduced an innovative ABM framework that ranked the engagement level and buying intent of each account across all channels, empowering the marketing team to collaborate closely with sales and nurture the most promising prospects.
As the chapter closed on their three-month endeavour, the company emerged with a wealth of results: The marketing team presented a list of well-engaged accounts, ripe for further nurturing—a promising opportunity for new sales to flourish. Detailed engagement metrics were delivered to the sales team, providing invaluable insights into how prospects interacted with the campaign, guiding their future efforts. And perhaps most importantly, the journey fostered a newfound alignment between marketing and sales, laying the foundation for continued success in the ever-evolving landscape of financial services.
In the end, it wasn't just about launching a new portfolio—it was about embarking on a journey of innovation, collaboration, and ultimately, success.
