A weighted roll-up of every contact signal inside an account — email, web, content, events — into one rolling number that tracks momentum.

A go-to-market approach that treats the account — not the lead — as the unit of value. Marketing and sales run coordinated plays against a named target list.

The subscription revenue an account would generate over a full year at its current rate. The primary yardstick for SaaS pipeline and growth.

The practice of crediting marketing and sales touches for influencing a closed deal. Models range from first-touch to multi-touch, W-shaped, and beyond.

The outbound sales role that opens conversations with named target accounts. In ABM programs, BDRs work sequences alongside marketing touches.

The group of people inside an account who collectively make a purchase decision — often 5–10 roles across economic, technical, and user lines.

The rate at which existing customers cancel. Tracked as logo churn (count of accounts) or revenue churn (ARR lost), gross or net of expansion.

Slicing customers by a shared start attribute (sign-up month, plan tier, channel) and tracking their behaviour over time to spot true trends.

The system of record for every account, contact, and deal. The backbone that marketing and sales share in a functioning ABM program.

Filling in firmographic, technographic, and contact data from third-party sources so the CRM reflects what sales and marketing actually need.

The traditional top-of-funnel motion that casts a wide net and filters leads. Often run alongside ABM rather than being replaced by it.

A physical touch — branded box, book, curated gift — sent to a named contact. Still one of the highest open-rate channels in B2B.

Account-level attributes like industry, employee count, revenue, geography. The firmographic profile is the skeleton of every ICP.

The coordinated way a company takes a product to customers — segments, pricing, motions, channels, and the teams that own each.

The quantified description of the companies you sell best to. Firmographics, technographics, intent signals, and relationship density.

Third-party signals that a company is researching a topic or category — surges in content consumption, keyword searches, vendor comparisons.

Laying out the stages and touchpoints a buyer passes through, from first awareness to purchase (and often onboarding and expansion).

Ranking individual leads by fit (do they match the ICP?) and behaviour (what have they done?). In ABM, the account score matters more than the lead.

The tooling layer that triggers emails, landing pages, lead flows, and scoring updates without manual effort — Marketo, Pardot, HubSpot, and friends.

A lead marketing believes is ready for sales contact. Legacy KPI in lead-based motions; de-emphasised in favour of account engagement under ABM.

A deal in the CRM with named amount, stage, and close date. The primary working unit for sales; pipeline is the sum of open opportunities.

Sequencing plays across channels and teams so each account gets a coherent story — ads, emails, BDR calls, and events aligned, not random.

A portrait of one role inside a target account — their goals, pains, information diet, and decision weight. Content and plays bend to personas.

How fast dollars move through the funnel — usually (opportunities × deal size × win rate) ÷ sales cycle. The single metric that never lies.

A packaged, repeatable motion: the trigger, the audience, the sequence of touches, and the expected outcome. ABM programs run a few plays at a time.

Paid media served to people who already interacted with your site or content. In ABM, audiences are built from named target-account domains.

The closed-won-level view of attribution: which plays, channels, and teams influenced the deals that actually turned into money.

Profit returned for every dollar spent. For ABM, calculated at the program or play level against pipeline generated and deals closed.

A lead sales has accepted as worth pursuing. The handshake between MQL and SQL; where marketing and sales negotiate hand-off standards.

A written commitment between marketing and sales — response times, activity thresholds, lead hand-off rules — that keeps both teams honest.

The named, tiered list of companies an ABM program is built around. Most teams start with 100–300 and expand only after first results.

The set of technologies an account uses — detected by code on their sites, integrations, or job posts. Vital input for ICP and play targeting.

Bucketing target accounts into Tier 1, 2, 3 by potential and fit. Tier 1 gets the richest plays; Tier 3 gets lighter, scalable touches.

Expansion motions inside existing customers — upsell raises the spend on a product, cross-sell adds new products to the relationship.

Closed-won deals divided by all opportunities decided in the period. A healthy ABM program typically runs 2–3× the non-ABM baseline.