2025 State of ABM Report The Rise of Account-Based GTM | By ForgeX

/live_board/v2/downloads?uid=7572899c-9996-46cd-bad5-c608ff21dfd7&redirect=true

State of ABM

This report was sponsored by Just Global

Not Licensed For Distribution. © 2025 ForgeX LLC. All trademarks are property of their respective owners. All rights reserved. Unauthorized reproduction, modification, citation, or distribution without explicit written permission from ForgeX is strictly prohibited.

The Rise of Account-Based Go-To-Market

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

2025 State of ABM: The Rise of Account-Based Go- To-Market

Matt Steffen

Chandler Martin, Alyssa Wong, Davis Potter

By:

Contributors:

Provide a forward- looking perspective on the future of ABM and the influence of account-based strategies on broader go-to-market teams.

Understand the challenges and opportunities facing organizations as they implement and refine their ABM strategies.

01 02

This report aims to:

Identify key trends and emerging best practices in ABM execution.

03 Inform strategic decision-making, guide resource allocation, identify the most useful KPIs and metrics to evaluate success, and support the overall development of successful ABM programs.

This report provides a comprehensive analysis of the current state of Account-Based Marketing (ABM), recognizing that ABM varies by deployment model. Based on survey data, desk research, and expert interviews, it identifies key trends, challenges, and opportunities shaping ABM in 2025, offering actionable insights for B2B marketing practitioners and leaders.

https://www.linkedin.com/in/matthewsteffen/ https://www.linkedin.com/in/chandlermartinglobal/ https://www.linkedin.com/in/matthewsteffen/ https://www.linkedin.com/in/alyssawong/ https://www.linkedin.com/in/matthewsteffen/ https://www.linkedin.com/in/davispotter62/

Overview

Where does ABM Stand?

Table of Contents

Related Content

18How is ABM Being Practiced?03

27ABM’s Top Challenges and Opportunities in 202504

Enterprise ABM & Growth ABM: Modernized Deployment Models

The Account-Based GTM Architecture™

35The Future of ABM: Trends and Predictions05

40Guidance06

42About ForgeX07

The 2024 Strategy Guide and Landscape of B2B Agencies with ABM Capabilities

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025

ForgeX undertook a rigorous, multidimensional research process to ensure the findings presented in this report are both credible and relevant. The core of this research includes:

An online questionnaire fielded between October and December 2024 garnered 168 total responses. After excluding incomplete, unqualified or duplicate responses, 118 qualified responses remained in the data set. (Due to rounding, percentages mentioned in this report might not add up to 100). The respondents represent a diverse array of B2B marketing professionals spanning industries, organization sizes, and job functions, with approximately half of the respondents at the director-level and above. Respondents included practitioners with ABM job titles as well as other job titles such as demand generation, field marketing, and so on, reflecting the breadth of account- based marketing’s influence.

A review of secondary sources complemented survey findings, focusing on broader industry insights and emerging trends derived from credible published research.

In-depth conversations with experienced ABM professionals and strategists added qualitative depth, uncovering nuances and patterns that are shaping ABM practices in 2025.

Research Methodology

Survey Research

Desk Research

Subject Matter Expert Interviews

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Account-Based Marketing (ABM) is now widely recognized as one of the most effective B2B marketing strategies, delivering superior ROI and driving growth when implemented with precision and intentionality. The data collected in our survey reinforces these notions, as this report will go on to explore.

However, to succeed in ABM, organizations must carefully align their resources and strategies to the specific context of their business and desired outcomes. Encouragingly, in 2025, ABM has now evolved into a fully mature, adaptable, strategic approach to B2B marketing capable of meeting the diverse needs of businesses across industries, geographies, operating models, and company sizes. Central to this adaptability are its four deployment models—1:1, 1:Few, 1:Many, and Deal- Based ABM—each of which functions as a distinct strategy that requires its own tailored framework.

This report provides a comprehensive analysis of the current state of ABM, offering actionable insights grounded in survey data, subject matter expert interviews, and extensive desk research. It also explores the trends, challenges, and opportunities shaping ABM in 2025.

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

Overview01 The State of ABM in 2025

ABM is consistently ranked as the #1 priority among B2B marketing initiatives¹, and there are no signs of that trend stalling. Further validating this trend, findings from the Demand Gen Report’s 2024 Demand Generation Benchmark Survey reveal notable growth in ABM adoption between 2023 and 2024².

The insights presented in this report will empower ABM practitioners at all levels to make informed decisions in a rapidly evolving landscape. By understanding the state of ABM today, organizations can align their strategies with proven success factors, see how their programs compare to the broad cohort of ABM programs represented in the survey, avoid common pitfalls, and unlock the full potential of account-based strategies across all GTM functions for 2025 and beyond.

Why This Report Matters

demandgenreport.com/resources/2024-demand-generation-benchmark-survey-the-renaissance-of-abm-urgent-adoption-of- intent-data/41150/

demandbase.com/wp-content/uploads/2024/09/2023_Global_ABM_Benchmark_Study.pdf1

https://www.demandgenreport.com/resources/2024-demand-generation-benchmark-survey-the-renaissance-of-abm-urgent-adoption-of-intent-data/41150/ https://www.demandgenreport.com/resources/2024-demand-generation-benchmark-survey-the-renaissance-of-abm-urgent-adoption-of-intent-data/41150/ https://www.demandbase.com/wp-content/uploads/2024/09/2023_Global_ABM_Benchmark_Study.pdf

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

March 11, 2025

ABM is most effective when approached as a strategic methodology tailored according to one of its four principal deployment models:

Each deployment model requires distinct tactics, investments, and organizational alignment. It is common for organizations to use more than one deployment model simultaneously.

The survey conducted in support of this report named and defined the four core deployment models as outlined above. To provide meaningful insights into these approaches, many survey questions were segmented to allow respondents to provide answers on a deployment model- by-deployment model basis. The research findings reflect this segmentation, offering a detailed view of ABM across the various deployment models.

Understanding ABM’s Four Foundational Deployment Models

Bespoke, multi-channel campaigns targeting individual high-value accounts.

Campaigns designed for small clusters of accounts with shared characteristics.

Scalable, programmatic campaigns aimed at broader account lists.

Custom strategies focused on winning specific, high-value deals.

1:1 ABM

1:Few ABM

1:Many ABM

Deal-Based ABM

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Source: ForgeX Research (Figure 2)

March 11, 2025

What's in a Name? Unpacking the Nuances of ABM Deployment Model Nomenclature

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025

The research revealed several key trends and insights shaping the ABM landscape:

ABM’s Consistently Strong ROI Performance: Survey results indicate that across all core ABM deployment models, respondents reported favorable ROI performance compared to other marketing programs. 1:1 and 1:Few ABM were most frequently cited as delivering the highest impact in these comparative ROI assessments.

Maturity and Sophistication Correlates with Success: Organizations with dedicated ABM charters, Centers of Excellence (CoEs), and well-defined Ideal Customer Profiles (ICPs) demonstrated better performance. Yet, only 33% of organizations have an ABM charter, and only 22% have established a CoE, indicating substantial room for growth.

A Shift Toward Targeted Focus: While 1:Many ABM remains the most widely adopted deployment model, with 75% of respondents reporting that their organization uses 1:Many as (one of) their deployment model(s), the focus is shifting toward more high-touch, resource- intensive approaches. 38% of respondents plan to expand 1:Few ABM, and 36% plan to grow 1:1 ABM programs, reflecting a desire for deeper engagement with key accounts.

It is Still Mainly Tech Companies Embracing ABM: The technology sector continues to lead ABM adoption, representing nearly 80% of survey respondents.

Emerging Challenges: Persistent issues such as sales and marketing misalignment and a lack of a common understanding on nomenclature, especially in regards to the ABM deployment models, remain barriers to success. Additionally, new challenges—including stagnant budgets and the growing complexity of the technology ecosystem—are shaping the future of ABM.

Technology’s Role in Transformation: While the adoption of ABM platforms and point solutions is widespread, challenges persist in their integration and effective use. Rapid advancements in both AI-driven and non-AI tools are helping to bridge these gaps, enabling greater scalability and precision. However, many organizations are still in the early stages of understanding and fully leveraging these technologies, underscoring significant opportunities for growth.

The Evolution Toward Account-Based Go-To-Market (GTM): Organizations are increasingly embedding account-based strategies across all GTM disciplines, recognizing their broader applicability and ability to drive improved outcomes.

ABM in 2025: High-Level Findings

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

While ABM has demonstrated proven value since the term was coined over two decades ago, it remains an evolving discipline that is not always fully understood or consistently executed in alignment with best practices.

According to our survey, the majority of organizations have been practicing ABM for 3 years or less. Even among those with more years of practice, self-reported maturity levels indicate significant room for growth. Only 33% of organizations have an ABM charter, and just 22% have a Center of Excellence (CoE). Among those without a CoE, 46% have no plans to establish one, highlighting a missed opportunity to centralize strategy and governance. Not surprisingly, enterprise-level organizations are far more likely to have a CoE, with 50% of these centers reported in companies with over 1,000 employees. Larger organizations often benefit from centralized governance to manage complex ABM programs across functions and regions, leveraging their resources to establish formal processes and achieve consistency at scale.

Our survey data also revealed a likely relationship between ABM maturity, organizational structures, and ROI. Companies with a CoE exhibit more balanced and consistent ROI performance across all ABM deployment models, with a higher likelihood of achieving "much higher" or "somewhat higher" ROI compared to other marketing programs within their organization than those without a CoE. Similarly, organizations with well-defined Ideal Customer Profiles (ICPs) reported stronger ROI, particularly in 1:Few and 1:Many ABM. Professional development investments also proved significant, with companies prioritizing certifications and training for their ABM teams seeing measurable gains in ROI. These findings emphasize the critical role of organizational maturity factors—such as governance frameworks, strategic clarity, and resource development— in driving sustained ABM success.

Maturity in ABM programs is also associated with ROI consistency. Organizations with 4–6 years or more of ABM were much more likely to report higher ROI when comparing their ABM programs to other marketing programs. This trend was seen across all deployment models. These findings suggest what experts already recommend: staying the course with ABM proves its value over time.

Furthermore, our survey data reveals nuanced differences in ROI outcomes based on the extent to which account-based strategies influence key functions beyond standard ABM teams. Respondents whose teams, including Sales, Demand Generation, Product Marketing, Customer Success, and xDR teams (Sales, Marketing, and Business Development Representatives), were influenced "to a large extent" or "to a very large extent" by account-based strategies were notably more likely to achieve higher levels of ROI when comparing performance to other marketing programs within the organization. Specifically, 25% of this group reported “much higher" ROI

March 11, 2025

Where does ABM Stand? 02 ABM Maturity and Broader Adoption of Account-Based Strategies

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025

compared to just 8% of those with lower levels of influence. Additionally, the “high influence” group was less likely to experience negative ROI outcomes, with only 13% reporting "much lower" or "somewhat lower" ROI, compared to 24% in the “low influence” group. These results demonstrate the importance of expanding account-based strategies beyond standard ABM teams.

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

“One of the key challenges we as marketers encounter when deploying ABM is a lack of operational readiness or sales readiness. All too often, a combination of both. To do ABM really well, the whole organization needs to be behind it.”

Vice President, Americas Marketing, Neo4j

Pagely Tucker

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025

Among the respondents in our survey, 40% hold ABM-specific certifications. Looking more closely at those with ABM-specific roles, 47% have formal ABM certifications—demonstrating the hunger for specialized educational enablement in this space. Unfortunately though, when asked, “Which specific ABM professional development opportunities or resources does your organization provide to you?”, 23% of respondents who answered this question indicated “none,” underscoring a lack of structured support in a notable minority of organizations.

These findings indicate that while levels of investment are being made in skills, certification, and readiness, there remains significant room for improvement. Nurturing expertise is critical to driving success in ABM, as high-performing teams excel by combining a deep understanding of the core concepts of the discipline with tactical execution, enabled by ongoing professional development and organizational support. Organizations that provide resources such as certifications, conference attendance, and structured training reported greater practitioner engagement and stronger program success. However, a significant subset of practitioners still lack access to these opportunities, posing challenges in keeping pace with evolving best practices and technologies.

Another interesting finding from our survey was that a broader 56% of respondents hold certifications in adjacent marketing disciplines (e.g., demand generation, marketing operations). This reflects the multifaceted skill set required to execute ABM effectively and the breadth of marketing disciplines that tie into ABM programs.

Organizations are adopting the ABM deployment models that align with their business objectives, resources, and maturity levels. In fact, data from a recent Global ABM Benchmark Study suggests that more than half of ABM programs use at least two deployment models simultaneously³.

Our survey revealed notable variation in the prevalence of adoption of the four principal models.

Today's ABM Practitioners: Skills, Certification, and Readiness

ABM Deployment Model-Specific Adoption and ROI Insights

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

1:Many ABM

Most widely adopted: 75% of respondents reported using 1:Many ABM, making it the dominant approach.

1:Few ABM

Very common: Practiced by 65% of respondents.

momentumitsma.com/global-account-based-marketing-benchmark3

https://momentumitsma.com/global-account-based-marketing-benchmark https://momentumitsma.com/global-account-based-marketing-benchmark

Our survey data also provided directional insights into ROI. For each deployment model in use at the respondent’s organization, survey participants were asked about the ROI of the ABM program compared to other marketing programs within their organization. Across all four core deployment models, “somewhat lower”, “much lower” or “about the same” responses were relatively rare. Instead, respondents indicated that their ABM programs typically achieved “somewhat higher” or “much higher” ROI. The differences in ROI performance among deployment models becomes apparent when comparing the proportion of “much higher” responses relative to “somewhat higher” responses. Some deployment models stood out by achieving a greater concentration of “much higher” ROI ratings.

Notably, 1:1 ABM stands out as the deployment model that most consistently achieves exceptional ROI, receiving the most "much higher" responses. Uncertainty about ROI was also significantly lower with 1:1 ABM compared to the other deployment models.

As would be expected, almost no one reported that their ABM program yields “much lower” ROI than other marketing programs in their organization, regardless of the deployment model. That said, there was a portion of survey respondents that were “unsure” about the ROI. The lack of clarity around ROI was most pronounced with the Deal-Based ABM and 1:Many ABM deployment models, despite the latter being well established and widely adopted. This suggests that while it is relatively cost-effective and scalable, the 1:Many ABM model's broad approach may dilute its impact if not executed with precision. While 1:Many remains the most common, it is not necessarily the deployment model yielding the best return on investment.

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

1:1 ABM

Well-established but used selectively: Used by 53% of respondents, 1:1 ABM is less common but remains critical for engaging high-value accounts.

Deal-Based ABM

Emerging and poised for growth: 45% of respondents reported using Deal-Based ABM, making it the least common approach. However, interest is growing, with 53% of those not using this deployment model saying they have plans to adopt it in the future.

That said, across deployment models, but most notably with 1:Many ABM, maturity drives ROI. Our survey data shows that the longer an organization invests in ABM, the higher and more consistent the ROI tends to be. This highlights the importance of sustained investment and iterative process improvements.

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

ABM continues to solidify its presence as a dedicated function within organizations. 57% of respondents to our survey report having a dedicated ABM role or team in place. Over half of these respondents plan to expand their efforts. Meanwhile, 16% of organizations are preparing to establish dedicated ABM teams, signaling a positive trajectory for ABM's organizational adoption and strategic integration. A 2024 survey conducted by the Inflexion Group found similar results, with 40% of organizations reporting the presence of a dedicated ABM team, with many companies splitting ABM resources with other marketing functions such as field marketing or demand generation⁴.

ABM Team Structures and Dynamics

inflexiongroup.com/resources/reorganising-for-abm-trends-in-spend-headcount-and-team-roles/4

https://inflexiongroup.com/resources/reorganising-for-abm-trends-in-spend-headcount-and-team-roles/

However, when we segment our survey data based on the ABM deployment models, we see the presence of a dedicated team varies significantly, highlighting how ABM’s organizational positioning must adapt to the chosen deployment model, influencing the roles and resources involved.

Organizations practicing Deal-Based ABM, 1:1 ABM and 1:Few ABM are more likely to have dedicated teams. The presence of such teams is less pronounced with 1:Many ABM, as many organizations rely on part-time or shared resources.

Additionally, the survey data indicated that the influence of supporting teams varies by deployment model. For instance, while Sales exerts the strongest influence on 1:1 and Deal-Based ABM, Demand Generation plays a more prominent role in 1:Many strategies.

March 11, 2025

As ABM matures, its ability to achieve meaningful business outcomes is becoming increasingly recognized. Our survey data reveals that while priorities differ slightly across deployment models, there is a common emphasis on acquiring new business and leveraging existing relationships to pursue cross-sell and upsell opportunities. These goals underscore the importance of aligning ABM strategies with both immediate revenue generation and long-term account growth.

Across all deployment models, acquiring new business is the most prominent goal. This shared focus highlights ABM’s central role in driving net-new revenue. Beyond acquisition, identifying and engaging buying committees is a top priority for 1:1 ABM (24%) and Deal-Based ABM (21%). In contrast, respondents called out generating Marketing Qualified Leads (MQLs) as a notable secondary focus for 1:Few (23%) and 1:Many (19%).

Today’s Key Priorities for ABM

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Percentages shown represent responses from survey participants who answered the respective questions about challenges for each ABM deployment model. The number of respondents per model varies, with 42% answering for 1:1 ABM, 53% for 1:Few ABM, 57% for 1:Many ABM, and 33% for Deal-Based ABM, out of a total survey population of 118.

March 11, 2025

Our survey data highlights potential misalignment between deployment models and their implementation. For example, the data reveals that respondents are reporting an unrealistically high number of accounts per marketer for 1:1 ABM and clusters per marketer for 1:Few ABM. For Deal-Based ABM, a significant portion of respondents selected "unsure" when asked about the number of deals managed, signaling that many organizations are still exploring how to operationalize this approach effectively. By contrast, 1:Many ABM appears to adhere more closely to established norms, with respondents commonly targeting 201-500 accounts. This alignment with best practices suggests a better understanding of the deployment model’s requirements.

How is ABM Being Practiced? 03 How Organizations Operationalize the ABM Deployment Models

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Number of Responses

N u

m b

er o

f A cc

o u

n ts

C o

ve re

In 2025, ABM practitioners continue to leverage a diverse mix of channels tailored to the needs of each deployment model. Digital advertising emerges as a key channel across all deployment models, with the highest adoption rate among 1:Many ABM programs (28%). Content syndication (17%) and virtual events (17%) also feature prominently in 1:Many ABM programs.

Conversely, both 1:1 ABM and Deal-Based ABM rely heavily on high-touch channels such as in- person events and executive engagement.

For 1:Few ABM, digital advertising (23%), as the top channel, is complemented by in-person events (17%) and virtual events (15%), showcasing a balance between highly scalable and highly personalizable tactics.

Channels such as out-of-home advertising have minimal adoption across all deployment models, likely due to the inherent challenges in personalization and ROI measurement. Meanwhile, other channels like direct mail and personalized landing pages see more varied usage, depending on organizational priorities and resource availability.

This nuanced channel selection highlights the strategic alignment required to optimize ABM efforts, with each model leveraging channels suited to its unique goals and scale.

March 11, 2025

ABM Channel Preferences and Usage Trends

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Our survey reveals that most respondents expect their budgets as a whole, as well as budgets across major spending categories to "remain about the same." However, there are some notable reallocations, demonstrating shifting priorities as organizations focus on scaling their programs and internalizing expertise. For example, increases are anticipated for campaigns and content. 62% of respondents anticipate an increase in campaign budgets (25% significantly, 36% somewhat), while 58% expect content budgets to increase (26% significantly, 32% somewhat).

Additionally, many organizations are leveraging external ecosystems—agency support, marketing technology, and consulting services—to execute their ABM strategies. Survey data indicates that budget priorities for these resources vary based on the deployment model.

Agency services budgets overall appear to be stable or growing, with more respondents anticipating increases (33%) over decreases (12%). Meanwhile, 40% expect budgets to remain about the same, and 15% are unsure. That said, there are discrepancies that correlate to deployment models. For organizations prioritizing 1:1 and Deal-Based ABM, agencies remain highly prioritized in budgets. However, for 1:Many ABM, the likelihood for increasing budget on agencies is notably lower.

Findings from a separate ForgeX survey of 47 B2B marketing agencies conducted in 2024 also showed that most agencies anticipated significant growth in client demand for ABM services.

Marketing technology is a clear area of investment across all deployment models, with 42% of respondents expecting increased budgets. That said, many organizations are focused on maximizing the benefits of existing tools rather than adopting new platforms. As a result, ABM teams will continue allocating budget to agencies to onboard, maintain, and integrate these technologies.

Among all budget categories covered in this survey question, consulting services is the area least likely to see increased investment, although it still appears fairly stable overall. Compared to all other spending categories described above, more respondents expected cuts (23%) or responded “unsure” (24%).

Overall, the external ecosystems supporting ABM in 2025 are robust and dynamic and will continue to play a pivotal role as organizations mature their ABM capabilities.

March 11, 2025

How Budgets Are Allocated Internally and Externally

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

https://research-hub.forgex.ai/agency-marketplace https://research-hub.forgex.ai/research/items/the-2024-strategy-guide-and-landscape-of-b2b-agencies-with-abm-capabilities-9385?fw=90877

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

The metrics and KPIs used to evaluate ABM success vary widely, reflecting the diverse goals and deployment models of modern ABM programs. For instance, research from the Inflexion Group’s 2024 ABM Benchmarking Study highlights that pipeline growth (67%), revenue growth (63%), and account engagement (33%) are among the most commonly tracked KPIs. Despite these focus areas, the study reveals that 42% of marketers find measuring overall ABM performance to be a significant challenge, signaling gaps in standardizing measurement frameworks⁵.

Many organizations also struggle with tracking ROI, which is essential to proving the value of ABM initiatives. Research from Momentum ITSMA found that only about half of companies measure their ABM program’s ROI. However, those that do report better outcomes, with 81% achieving somewhat higher or significantly higher ROI compared to traditional marketing methods⁶. These findings underline the importance of addressing measurement gaps to maximize ABM’s impact and align program goals with business outcomes.

Organizations with more mature ABM programs are addressing these challenges by prioritizing quantifiable and outcome-driven metrics, such as deal velocity, customer lifetime value, customer acquisition costs, and win rates, to better align measurement with business impact. At the same time, inconsistent approaches to data collection and unclear ROI attribution remain barriers to scaling these practices⁷. The integration of advanced technologies, such as AI and predictive analytics, is enabling more precise and actionable measurement, offering organizations an opportunity to improve their tracking and optimization of ABM efforts in 2025⁸.

March 11, 2025

Monitoring Progress and Measuring Success

inflexiongroup.com/resources/highlights-from-inflexion-groups-2024-abm-benchmarking-study5

deloitte.com/ge/en/services/consulting/perspectives/measuring-marketing-effectiveness-mroi.html

demandbase.com/wp-content/uploads/2024/09/2023_Global_ABM_Benchmark_Study.pdf6

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

deloitte.com/global/en/issues/digital/measurements-that-matter-for-calculation-digital-transformation-roi.html8

https://inflexiongroup.com/resources/highlights-from-inflexion-groups-2024-abm-benchmarking-study/ https://www.deloitte.com/ge/en/services/consulting/perspectives/measuring-marketing-effectiveness-mroi.html https://www.demandbase.com/wp-content/uploads/2024/09/2023_Global_ABM_Benchmark_Study.pdf https://www.deloitte.com/global/en/issues/digital/measurements-that-matter-for-calculation-digital-transformation-roi.html

“When it comes to measuring the effectiveness of our ABM programs, there’s one thing that matters most: are ABM accounts growing faster than the rest?”

Vice President, Global Account Based Marketing, Kyndryl

Andrew Fitzgerald

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Recent analysis by Frenus GmbH⁹, based on job postings data from Indeed.com across approximately 70 countries, provides insights into the global adoption of Account-Based Marketing (ABM). The findings suggest that ABM-related roles are most prevalent in regions with mature B2B ecosystems, such as North America and Western Europe.

Additional data points show growing adoption in a range of global markets. With respect to ABM services, in 2024 ForgeX conducted a global survey of agencies with capabilities to support ABM and identified agencies on every continent except Antarctica, indicating there is a demand for ABM services worldwide. The bulk of ABM agencies at present are based in the US and UK, followed by a small but active contingent in Western Europe and Australia. You can also find agencies either based in or with large operations in locations such as Japan, Singapore, Malaysia, India, Nepal, Chile, Mexico, South Africa, Hungary and Poland. The majority of these agencies are listed in ForgeX’s directory of B2B marketing agencies with capabilities to support ABM.

March 11, 2025

Where is ABM Being Practiced Globally?

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

public.flourish.studio/visualisation/20288311/9

https://research-hub.forgex.ai/agency-marketplace https://public.flourish.studio/visualisation/20288311/

March 11, 2025

Despite its widespread adoption, ABM programs face several persistent challenges that can hinder their effectiveness. According to our survey¹⁰, the top three cited obstacles include insufficient budget, lack of an internal understanding of the ABM deployment models, and a lack of internal alignment on the definition of ABM. Other significant challenges included a lack of sales/marketing alignment, poorly constructed Target Account Lists, and an insufficient or poorly implemented tech stack.

While most challenges are consistent across ABM deployment models, a few key differences stand out. Notably, lack of sales/marketing alignment is the top challenge for 1:1 Few ABM programs, despite being ranked as #4 in the aggregate.

ABM’s Top Challenges and Opportunities in 202504 Overcoming Barriers to Success

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

In the aggregate, based on both a count of responses and the weighted average analysis10

https://public.flourish.studio/visualisation/20288311/

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

“In order to gain the trust of sellers, you have to really partner with them. You need to understand how they work and the challenges they face. Figure out how we make money here. How do we sell? How do they do their job? What do they care about? What are their biggest challenges? Be the person who asks for their opinion. Attend their important meetings, sit in on a demo they are leading, and do whatever it takes to uncover the pain points your sellers are facing and find a solution.”

Director of Marketing, MetLife

Tara Barkett Quehl

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

As discussed above, our survey asked respondents to pinpoint the top challenges hindering their ABM programs, and insufficient budget rose to the surface. Research from major analyst firms frequently ranks this challenge among the biggest concerns for ABM practitioners, year after year. Budget constraints don’t simply tighten the purse strings; they force teams to compromise on critical elements like meaningful personalization, high-touch engagements, and enabling technologies, leaving even the best strategies underpowered.

Misalignment between sales and marketing—the perennial thorn in ABM’s side—means fractured efforts, with teams working from disparate playbooks and delivering inconsistent experiences to target accounts. Meanwhile, misunderstandings run deep, with many teams grappling with fuzzy definitions, unclear responsibilities, and confusion about the scope, unique demands, and execution requirements of each deployment model.

Together, these challenges highlight a pressing need for clearer governance, stronger collaboration, strategic investments, and better education and training.

March 11, 2025

Another critical barrier to ABM success lies in how well-defined and well-understood an organization’s Ideal Customer Profile (ICP) is. Our survey reveals that many organizations understand the importance of a well-defined ICP, critical for ABM, as 40% of respondents reported having a "very well-defined" ICP. However, many still have room for improvement in their ICP models, as 47% said their ICP is "somewhat well-defined," and 10% say their ICP is "somewhat poorly defined." Only 1% reported having a "very poorly defined" ICP and only 2% were unsure, indicating that most organizations are aware of the need for an ICP and are at least trying to define it.

As previously mentioned, our survey data also revealed that organizations with a well-defined ICP likely achieve higher ROI from their ABM programs, particularly with 1:1 and 1:Few ABM. Conversely, unclear or incomplete ICPs often lead to inefficiencies in account selection, diluted engagement efforts, and weaker alignment between sales and marketing. By investing in refining and operationalizing ICPs, organizations can establish a stronger foundation for ABM success, ensuring more impactful account strategies and measurable growth.

Persistent Hurdles in ABM: Misalignment, Misunderstandings, and Budget Constraints

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

While countless best practices contribute to durable and repeatable success in ABM, two emerging best practices stand out, as research indicates their implementation drives significant impact. Firstly, ForgeX recommends targeting buying groups rather than leads. A frequently-quoted Gartner statistic highlights that the average buying group (also referred to as a buying committee) consists of 6 to 10 stakeholders¹¹. Adding to this insight, ForgeX survey data shows that ABM practitioners are increasingly aligning their strategies to focus on engaging these buying groups. In fact, survey respondents with 1:1 ABM programs ranked “identifying and engaging buying committees within target accounts” as their number one goal. Although this was not ranked as the number one goal for programs built from the other deployment models, it was universally recognized as an important objective.

A second best practice that ForgeX advocates is actioning go-to-market (GTM) motions based on a broad range of buying signals rather than relying solely on intent data. According to G2¹², 91% of B2B technology marketers use intent data to prioritize accounts, identify content to be served, and build target account lists. With such wide-scale adoption, leveraging intent data is no longer a differentiator. While intent data certainly provides value, a growing body of research shows it often lacks the precision needed for strategic action when depended on in isolation. Recent Gartner research underscores this, revealing that organizations leveraging a broader signal- based strategy are 44.8% more likely to report improved data quality and insights¹³, which in turn drives more effective sales and marketing alignment and execution . ForgeX’s survey data shows that ABM leaders are recognizing the importance of this shift, with 79% of respondents reporting the current or planned use of signal aggregators/data enrichment tools to integrate broader buying signals.

In recent years there has been no shortage of buzz about AI adoption and its impact on business outcomes. A 2023 McKinsey study found that 90% of commercial leaders expect to utilize gen AI solutions often over the next two years¹⁴. According to the most recent State of Marketing AI report, published by the Marketing AI Institute, the majority of marketing teams are now piloting or scaling AI¹⁵.

March 11, 2025

Embrace Emerging Best Practices

The Impact of AI and Other Emerging Technologies

gartner.com/en/sales/insights/buyer-enablement

learn.g2.com/account-based-marketing-statistics

signalbasedmarketingsummit.com/sbm24-event62555250

mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/ai-powered-marketing-and-sales-reach-new-heights-with- generative-ai

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

marketingaiinstitute.com/hubfs/The%202024%20State%20of%20Marketing%20AI%20Report%20from%20Marketing%20AI%20Institute%20 and%20Drift.pdf

https://www.gartner.com/en/sales/insights/buyer-enablement https://learn.g2.com/account-based-marketing-statistics https://www.signalbasedmarketingsummit.com/sbm24-event62555250 https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/ai-powered-marketing-and-sales-reach-new-heights-with-generative-ai https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/ai-powered-marketing-and-sales-reach-new-heights-with-generative-ai http://www.marketingaiinstitute.com/hubfs/The%202024%20State%20of%20Marketing%20AI%20Report%20from%20Marketing%20AI%20Institute%20and%20Drift.pdf http://www.marketingaiinstitute.com/hubfs/The%202024%20State%20of%20Marketing%20AI%20Report%20from%20Marketing%20AI%20Institute%20and%20Drift.pdf http://www.marketingaiinstitute.com/hubfs/The%202024%20State%20of%20Marketing%20AI%20Report%20from%20Marketing%20AI%20Institute%20and%20Drift.pdf

March 11, 2025

Research from Salesforce’s 2024 State of Marketing report revealed that marketers around the globe ranked AI as their biggest priority as well as their biggest challenge¹⁶. Interestingly, only 34% of marketers are satisfied with their organization’s initiatives to unlock the value of AI, signaling a gap between expectations and outcomes, and 88% of marketers worry about missing out on genAI’s benefits.

Similarly, data from a Deloitte study showed that more than 40% of business leaders say their companies are struggling to define and measure the impacts of their generative AI initiatives and less than half are using specific KPIs to measure genAI performance¹⁷. Both the Salesforce and the Deloitte data point to the difficulty of scaling AI across organizations and highlight the importance of data quality for the successful uptake of AI.

Turning now to ForgeX’s survey data, marketing technology emerges as a key area of investment within ABM programs. The majority of respondents (85%) expect their budgets for marketing technology to "remain about the same" or "increase" in 2025. It is also the least likely area to see budget reductions. This focus reflects the critical role of technology in driving the scalability and effectiveness of ABM programs. This focus on technology’s critical role in ABM programs aligns with Mordor Intelligence’s projection¹⁸ that the ABM technology market will grow at a CAGR of 12.6% through 2028.

However, recent findings from Research in Action¹⁹ reveal that only 15.2% of B2B organizations feel their current ABM platforms effectively address both current and future needs. Meanwhile, 81% of companies are reassessing their ABM platforms and/or point solutions, with 41.3% expecting to replace them within 24 months. These findings are supported by a recent report from Chief MarTech²⁰ which states that 35.5% of marketers plan to prioritize tools featuring AI capabilities for predictive analytics and intent data aggregation in 2025.

Market projections underscore the importance of these advancements. Yet, Research in Action’s findings indicate that over 30% of organizations remain uncertain about AI adoption and optimization strategies. Until organizations feel confident in their ability to leverage AI effectively, it will not reach its full potential in aiding with personalization, campaign orchestration, and data analytics—all very useful use cases for ABM programs.

As AI adoption rapidly advances into its next phase, ABM stands on the brink of a major evolution —one that is already beginning. For years, 1:1 ABM has served as the North Star for personalization, setting the standard for meaningful engagement with an organization’s most valuable accounts.

deloitte.com/content/dam/Deloitte/us/Documents/consulting/us-state-of-gen-ai-q3.pdf

researchinaction.org/vendor-selection-matrix-account-based-marketing/

mordorintelligence.com/industry-reports/account-based-marketing-market/market-size

chiefmartec.com/2024/11/the-state-of-marketing-operations-professionals-is-ok-but-its-going-to-get-much-much-better/

salesforce.com/content/dam/web/en_us/www/documents/marketingcloud/S-MC-State-of-Marketing-Report-9th-Edition.pdf16

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

https://www2.deloitte.com/content/dam/Deloitte/us/Documents/consulting/us-state-of-gen-ai-q3.pdf http://researchinaction.org/vendor-selection-matrix-account-based-marketing/ http://www.mordorintelligence.com/industry-reports/account-based-marketing-market/market-size http://www.salesforce.com/content/dam/web/en_us/www/documents/marketingcloud/S-MC-State-of-Marketing-Report-9th-Edition.pdf

March 11, 2025

Yet, this level of personalization has long been considered unscalable, since it is largely dependent on manual execution. Now, AI has the potential to remove that barrier in many, though not all, cases. In key digital channels, the depth of personalization once exclusive to 1:1 ABM could soon be achievable across all deployment models—an exciting shift that may redefine how ABM is practiced in the near future.

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

“The introduction of AI isn't just another technological shift—it's unlocking new levels of efficiency, enabling true hyper- personalization, and finally making ABM scalable without sacrificing quality. What once took teams weeks of analysis can now drive real-time decisions, letting marketers focus on what matters most: our customers. If you're not building AI into your workflows yet, you're missing out.”

ForgeX Executive Council Member

Désirée Daniels

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025

ABM’s longevity is driven by its consistent ability to deliver superior ROI. Our survey results support this notion, as mentioned earlier. Survey research from leading analyst firms including Momentum ITSMA, Gartner, and Inflexion Group also consistently shows a majority of B2B marketers agreeing that ABM delivers higher ROI than traditional marketing approaches. Additionally, year after year, survey data consistently reveals that organizations investing in ABM see larger deal sizes and faster revenue growth, highlighting its effectiveness in driving measurable outcomes.

Ongoing investment underscores ABM’s staying power, with the Inflexion Group reporting that ABM accounts for 22% of marketing budgets and over half of organizations planning to increase spending in the coming year²¹. 71% of our survey respondents reported that their organization provides them with professional development opportunities or resources specific to ABM, a nod to leadership’s recognition of the need to build internal expertise and align teams for sustained success. As organizations refine their ABM strategies and invest in the skills needed to optimize these programs, ABM is positioned to lead the future of B2B marketing innovation, driving both ROI and sustained growth.

Deal-Based ABM is gaining traction among organizations, with 45% of survey respondents indicating they are actively using this approach. While this adoption rate is lower compared to 1:Many ABM (75%), 1:Few ABM (65%), and 1:1 ABM (53%), Deal-Based ABM offers broad and impactful applicability, making it an increasingly justifiable investment. With that in mind, it’s not surprising that 53% of respondents who are not yet using Deal-Based ABM plan to adopt it, signaling growing recognition of its potential.

However, despite its promise, measuring success remains a challenge. Among those survey respondents currently leveraging Deal-Based ABM, 70% report being “unsure” about the ROI of their programs in the early stages. This highlights the need for clearer measurement frameworks and more robust processes to evaluate the impact of this emerging model.

As organizations refine their strategies and measurement capabilities, Deal-Based ABM is poised to gain widespread adoption and demonstrate its value as a key component of modern ABM programs in the very near future.

The Future of ABM: Trends and Predictions05 ABM Will Continue to be a Leading B2B Marketing Strategy

The Deal-Based ABM Deployment Model will See Growing Popularity

inflexiongroup.com/resources/reorganising-for-abm-trends-in-spend-headcount-and-team-roles21

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

https://inflexiongroup.com/resources/reorganising-for-abm-trends-in-spend-headcount-and-team-roles/

March 11, 2025

statista.com/statistics/1545783/ai-adoption-among-organizations-worldwide/22

As ABM continues to evolve, organizations are prioritizing a balanced approach that combines technological innovation with human-centric strategies and processes. As mentioned earlier, 42% of respondents to our survey anticipate increasing their ABM budgets for marketing technology in 2025, reflecting its critical role in scaling programs and driving efficiency. That said, technology alone cannot drive ABM success. Our survey data also reveals that organizations with dedicated ABM teams likely realize stronger ROI and higher program effectiveness, as do those investing in professional development, such as ABM certifications or training. Additionally, high-touch channels like in-person events and executive engagement, which rely on more manual processes, likely deliver higher ROI compared to tactics that are easier to automate. To maximize impact, organizations must invest in both specialized skills and meaningful, relationship-driven tactics.

C-suites will continue to bet on the transformative potential of unified data to bring revenue outcomes. Organizations that set up their ABM programs with solid data foundations will be better poised to compete on identifying high-value accounts and delivering more personalized experiences that engage customers. Data strategy across the organization will also be paramount, shaped by issues such as data quality, data governance, regulatory compliance, privacy, and reputational risk, and coupled with the promise of technology innovations such as gen AI. Organizations that can successfully walk the tightrope of embracing the power of data while navigating the risks will see the biggest deal sizes.

As part of this evolution, AI's integration into ABM is accelerating, with 72% of organizations adopting AI in at least one business function in 2024, up from 55% the previous year²². This surge in AI adoption will only continue since it enables companies to aggregate and analyze data more effectively, leading to hyper-personalized customer experiences and optimized resource allocation. Consequently, businesses leveraging AI in their ABM strategies are poised to outperform competitors by identifying high-value accounts and delivering tailored engagements.

To fully unlock the potential of integrated data in ABM programs, organizations will also increasingly turn to signal aggregators as a critical enabler. These tools integrate diverse data streams, such as intent data and behavioral signals, into a cohesive and actionable dataset.

Driving Value from Both Technology and Human-Centric Approaches Will Be Key

Fully Integrated Data Will Separate High-Performance ABM Organizations from their Peers

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

https://www.statista.com/statistics/1545783/ai-adoption-among-organizations-worldwide/

March 11, 2025

This allows organizations to analyze a broader range of buying signals and uncover deeper account-level intelligence. By leveraging more advanced, AI-enabled signal aggregators in particular, ABM practitioners can further refine targeting accuracy and deliver more relevant, timely engagements across the customer journey.

Account-based strategies are continuing to expand their influence beyond dedicated account- based marketing teams, reshaping how organizations view their overarching GTM strategies. Our survey asked respondents: "To what extent are the following teams or functions within your organization influenced by Account-Based Go-To-Market (ABM GTM) strategies?" Among those who answered this question, 56% indicated that Demand Generation is influenced "to a large extent" or "to a very large extent," followed by Sales at 53% and xDR teams at 44%.

This cross-functional expansion reflects the strategic necessity of unifying teams around shared account-based goals. This shift underscores the maturation of ABM from a marketing-led initiative into a cohesive strategy embraced by multiple revenue-driving functions. As organizations look to 2025 and beyond, this broad adoption of account-based strategies positions ABM as a cornerstone of GTM alignment and growth.

However, while account-based strategies have made significant inroads across core GTM teams like Sales and Demand Generation, our survey data shows that functions such as Product Marketing and Customer Success remain relatively less impacted by these strategies. This limited influence represents missed opportunities to leverage the unique insights and capabilities of these high-impact teams. For example, Product Marketing can play a pivotal role in crafting account-specific messaging, refining content strategies, and enabling sales teams with tailored insights. Similarly, Customer Success can uncover upsell and cross-sell opportunities through ongoing customer engagement, improving retention and expanding account value.

The Rise of Account-Based Strategies Across All Go-to-Market Functions

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

“If you’re in B2B and working with enterprise customers, ABM is the single most effective marketing strategy right now. The core principle of treating each account as its own market is here to stay, even as ABM evolves. That said, to sustain its success, ABM must be approached as an organizational-level go-to-market strategy—not just another marketing tool or stand-alone program.”

Head - Global ABM Centre of Excellence, Kyndryl

Avishek Chakrobarty

March 11, 2025The 2025 State of ABM: The Rise of Account-Based Go-To-Market

https://www.linkedin.com/in/achakrobarty/overlay/about-this-profile/

March 11, 2025

Guidance06

Ensure that all stakeholders have a clear understanding of the distinct ABM deployment models— 1:1, 1:Few, 1:Many, and Deal-Based ABM—and their specific use cases. Assign practitioner roles aligned to each model to avoid confusion and drive accountability within the program.

Dedicate the necessary time and resources to develop a well-defined Ideal Customer Profile (ICP) and an ABM charter. These are the cornerstones of target account selection and the broader account-based strategy. Furthermore, for organizations operating across multiple teams, geographies, or market segments, a Center of Excellence (COE) can provide centralized governance and ensure consistent execution.

Gaining strong executive sponsorship is vital to the success of any account-based strategy. Executives must champion the program, ensure alignment across GTM functions, and provide the strategic oversight needed to drive collaboration and resource allocation.

Avoid relying on lead-based metrics and measuring MQLs. Instead, focus on KPIs that directly reflect ABM success, such as account engagement, pipeline growth, win rates, deal velocity, and customer lifetime value. Ensure cross-functional teams buy in and all work toward the same goals to maintain consistency and shared accountability.

Provide ongoing education to your teams on ABM fundamentals. This will help eliminate confusion, clarify roles, and enhance execution across all account-based programs.

Clarify ABM Deployment Models and Practitioner Roles

Build a Strong Foundation with an Ideal Customer Profile (ICP) and Charter

Secure Executive Sponsorship and Oversight

Measure What Matters: Align KPIs with Business Outcomes

Invest in Education and Training

Our research findings underline the critical steps organizations must take to strengthen their account-based marketing initiatives. To achieve success and maximize impact, organizations should consider adopting the following best practices:

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

Leverage Technology Strategically

March 11, 2025

Maximize the potential of ABM platforms, marketing automation tools, and data enrichment technologies to enable scalability, precision, and real-time insights. That said, ensure that technology supports, rather than dictates, the strategy.

All GTM strategies should calibrate success against ABM and extend its principles to other GTM functions. When teams including sales, demand generation, product marketing, and customer success collectively embrace account-based strategies, organizations drive more meaningful customer engagement across the entire revenue lifecycle. This holistic approach not only maximizes efficiency but also contributes to a much more unified, high-impact customer experience.

Evolve to Account-Based GTM, Not Just ABM

The 2025 State of ABM: The Rise of Account-Based Go-To-Market

We offer a private Slack community exclusively for Account-Based GTM leaders and practitioners.

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

Research, Frameworks, Models and Tools Advisory, Training & Enablement

Benchmarking Database Events

Technology & Agency Landscapes Community Membership

We develop in-depth research, cutting-edge frameworks, and actionable models to guide GTM strategies.

A B2B analyst firm specializing in Account-Based Go-to-Market (GTM) strategies.

Conducting rigorous primary research, benchmarking and analysis on core B2B metrics and strategies to forge the future of GTM.

Companies that adopt a holistic account-based approach throughout the entirety of their GTM strategy outperform those who don't.

We Spend Our Time:

Our Research Shows:

We offer specialized training, workshops, certification programs, and personalized guidance sessions to enhance your team's skills and knowledge.

Our database allows performance comparisons against industry standards and best practices.

We host events that facilitate learning, networking, and collaboration among industry leaders and innovators.

We map the technology and agency landscape to help select the best partners and tools.

About

Who We Are

How We Accomplish This

Join Our Private Community

Learn More in Our Research Hub

Apply Now Access Here Get in Touch

https://research-hub.forgex.ai/research/items/enterprise-abm--growth-abm-modernized-deployment-models?fw=90877 https://research-hub.forgex.ai/research/items/enterprise-abm--growth-abm-modernized-deployment-models?fw=90877 https://research-hub.forgex.ai/research/items/the-account-based-gtm-architecture%E2%84%A2%EF%B8%8F?fw=90877 https://research-hub.forgex.ai/research/items/the-account-based-gtm-architecture%E2%84%A2%EF%B8%8F?fw=90877 https://research-hub.forgex.ai/research/items/the-account-based-gtm-architecture%E2%84%A2%EF%B8%8F?fw=90877 https://www.forgex.ai/membership https://www.forgex.ai/membership https://research-hub.forgex.ai/home https://research-hub.forgex.ai/home https://www.forgex.ai/contact-us https://www.forgex.ai/contact-us

Book a Guidance Session with a

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

The ForgeX team is available to help you translate your unique requirements into strategic decisions. Work with us to:

Understand Account- Based GTM best practices

Effectively allocate resources

Avoid common mishaps

Expert

http://www.forgex.ai/contact-us https://www.forgex.ai/contact-us https://www.forgex.ai/contact-us

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

This report was independently researched and authored by ForgeX, adhering to the rigorous standards and best practices expected of an analyst firm. Just Global, the sponsor of this report, did not influence the research process, data collection, analysis, or findings presented.

Sponsorship Disclaimer

https://www.linkedin.com/in/matthewsteffen/

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

Appendix: Demographics of Survey Respondents

The 2025 State of ABM: The Rise of Account-Based Go-To-Market March 11, 2025

2025 State of ABM Report The Rise of Account-Based GTM | By ForgeX

Item Type: pdf