00:00:03 The Role of Technology in ABM

The conversation opens with a discussion about technology being a significant challenge in Account-Based Marketing (ABM). The key point emphasized is that organizations often make the mistake of starting their ABM programs by purchasing technology first. This approach can be detrimental because it causes the ABM strategy to be dictated by the capabilities of the technology rather than the company’s actual goals and needs. Instead, the recommended approach is to initiate ABM programs manually—running one or two pilot programs without technology. Once these initial programs are successful, technology can be integrated to automate, scale, and improve efficiency. The emphasis is on technology as an enabler, not the driver, of ABM strategy.

00:01:23 Personalization Challenges and Budget Constraints

This section delves into the personalization myth in ABM. It stresses that while personalization is important, it comes with a significant cost in terms of budget and resources. Organizations new to ABM often believe every touchpoint must be highly personalized, which leads to over-extension and resource strain. The discussion highlights that personalization should be scaled according to budget and organizational capacity, starting at a broader level (account-level) before moving to individual-level personalization. Organizations also need to correctly define what ABM means for their context, considering factors like average deal size, which influences the level of personalization feasible.

00:03:03 ABM Adoption Across Different Organizational Sizes

The speaker compares how ABM programs mature in large enterprises versus smaller or mid-sized companies. Large organizations with high average deal values (e.g., Accenture, ServiceNow) naturally adopt ABM as it aligns well with their sales cycles and deal sizes. Smaller or fast-growing companies may adopt ABM faster due to less bureaucracy and greater agility, though budget constraints may pose challenges. The speed and success of ABM adoption depend more on company culture and organizational fluidity than merely on size. Both large and small companies can have slow or fast adoption depending on these internal factors.

00:06:48 Account Selection Strategy for ABM

For companies with large Ideal Customer Profiles (ICPs) consisting of thousands of potential accounts, the recommendation is to start by clarifying whether ABM is focused on new customer acquisition or account expansion. For smaller organizations, ABM should initially focus on new account acquisition rather than expansion, which can be handled by existing teams. The suggested approach is to avoid overly risky “one-to-one” ABM initially. Instead, start with “one-to-few” (clusters of 20-40 accounts) and “one-to-many” (targeting pools of 100+ accounts). The use of a prioritization matrix is recommended to objectively rank and score accounts based on factors such as intent data, company size, vertical fit, and internal intelligence. The best practice is to pilot ABM campaigns with second-tier targets before moving on to the highest-value accounts to minimize risk.

00:12:58 Multi-Channel ABM Execution and Channel Selection

The discussion moves to channel strategies for ABM, especially in budget-constrained environments. The key insight is that no single channel defines ABM success; rather, successful ABM programs deploy multi-channel campaigns including email, phone calls, LinkedIn outreach, direct mail, advertising, and website chat. The number of channels leveraged correlates with program success. The conversation also highlights that channel effectiveness varies by geography and cultural context—for example, phone calls work well in India but not in Southeast Asia, where WhatsApp is more effective. In the U.S., heavy prospecting makes outreach difficult. Cultural sensitivity is critical, as certain outreach methods (like unsolicited videos) may be perceived negatively in markets such as Japan.

00:17:26 Gaps and Challenges in ABM Technology Platforms

This chapter focuses on the limitations of current ABM technology platforms, especially regarding reporting and scaling. The biggest gap is in customizable reporting because organizations have diverse ABM definitions and needs. Most ABM tools offer templated reports that don’t fit every company’s unique sales environment. Organizations advanced in ABM often combine customer data platforms with visualization tools like Power BI to build tailored reporting dashboards. Additionally, context switching between multiple client accounts serviced by a single team creates productivity challenges. Despite these gaps, ABM platforms share many core features, and experience with one platform often translates to others, similar to CRM systems, though CRM technology itself is more mature.

00:22:59 Community Learning and Experience Sharing

The final segment touches on the value of community and shared learning in the ABM space. Platforms like Growth Colony enable marketers and agencies to exchange experiences, best practices, and insights. The conversation underscores the importance of ongoing learning through engagement with peers and thought leaders, which helps marketers refine their ABM strategies and implementation. The discussion ends with appreciation for the collaborative spirit of the ABM community and the practical knowledge gained from such dialogues.

Profile Shahin Hoda Founder at xGrowth LinkedIn

Shahin Hoda is the Founder of xGrowth, where he helps B2B companies build predictable pipelines through account-based strategies. He specializes in aligning marketing, sales, and operations to execute revenue-driven ABM programs for enterprise and high-growth organisations. Known for his hands-on, data-informed approach, Shahin cuts through theory and focuses on measurable outcomes and repeatable execution. He hosts the podcast Growth Colony, sharing insights from industry leaders on how to scale B2B growth and pipeline generation.

Show Notes -

In this episode, we talk with Shahin about how companies should actually start ABM without rushing into tools or over-personalization. He shares why most teams overcomplicate ABM early on, how to scale personalization realistically, and why channel selection must match culture, region, and account context.

Key Learnings :
-Don’t start ABM by buying tools, start with a pilot and manual programs.
-Personalization should scale based on budget + deal size, not assumption.
-Account selection matters more than channels, start with one-to-few.
-Multi-channel ABM works best when aligned to regional buyer behavior.

Links & Resources -