Research shows half the buying committee consists of "invisible buyers" (e.g., C-suite, procurement) that sales can't access but who hold veto power. Marketing's primary ABM role is to build brand trust and familiarity with this hidden cohort to prevent them from killing a deal due to unfamiliarity with your solution.

To make your startup indispensable to a corporate giant, propose a contract value high enough to require CEO-level sign-off. This elevates your project from a minor expense to a key strategic initiative, ensuring top-down support and embedding you in their transformational change.

The "Marketing" in ABM creates resistance from non-marketing teams, pigeonholing the initiative. Using broader terms like "Account-Based Strategy" or "Account-Based Engagement" repositions it as a company-wide GTM motion, dramatically improving adoption across sales, customer success, and leadership.

Some CEOs encourage tension between sales and marketing. A more effective model is for the CRO and CMO to build enough trust to handle all disagreements—like lead quality or follow-up—behind closed doors. This prevents a culture of finger-pointing and presents a united front to leadership.

Instead of selling "one-to-one" or "one-to-few" ABM programs, focus on the client's specific business challenge. Frame the solution around solving that problem, which resonates with the C-suite who care about outcomes, not marketing jargon.

To overcome the challenge of reaching non-customers in B2B, leverage specialized firms like GLG or Bridger. These networks can connect you with specific, hard-to-reach personas (e.g., CFOs of Global 2000 companies) for interviews within days, turning a major research blocker into a simple logistical task.

Securing executive buy-in is its own sales stage, distinct from champion agreement. Don't just repeat the demo for the boss. Use executive-level tactics like reference calls with their peers, exec-to-exec meetings to build relationships, or roadmap presentations to sell the long-term vision and partnership.

QED Investors realized they were misusing their famous founder, Nigel Morris, by only bringing him in for the final call. They now strategically deploy him early in the process to open doors and build relationships with target companies, using his reputation as an asset for outreach, not just a closing tool.

ABM cannot be a siloed marketing project; it must be a top-down, company-wide strategic shift. The most effective transitions occur when the CEO publicly champions the change, repositioning it as the new GTM motion for the entire business, which ensures alignment across sales, marketing, and customer success.