Andrea Clatworthy, head of ABM, Fujitsu
This will take time, resources and research – therefore, it’s imperative that a company makes room.
For Andrea Clatworthy, head of ABM at Fujitsu, and her marketing team, that meant cutting lead generation from their strategy and, in turn, providing employees (whether sales, marketing or in a supporting role) with training, how-to guides, templates and mentor groups.
Andrea stressed the importance of upskilling staff: “If you want to pass go, you need to identify employees with the right personas for ABM; it’s hard work and you need someone who will stay dedicated and complement the role.”
Here's what Andrea believes makes up the anatomy of a successful ABMer...
Quick runner: This person will be able to respond quickly to stakeholders. This doesn’t mean being a yes person; it’s about acknowledging and engaging with the stakeholder within a quick time frame.
Muscle: A good ABMer will recognise it’s power and have the strength to carry out the hard work to achieve it.
CMO mindset: Some liken the ABMer to a CMO. This person will take control, make the account theirs and manage their stakeholders. In order to do this, they will be clear and decisive on their objectives.
Eye for detail: This person will use their prospect’s language and know the right time to message in order to appeal.
Enthusiasm: You must really want to implement ABM and be passionate about its potential. This is as vital as the strategy, as ABM is really hard work.