Reading Time: 7 minutesBriefing: Key Insights on Account-Based Marketing (ABM) Maturity
Executive Summary
This briefing synthesizes the core findings from the ForgeX research report, “ABM Maturity: What Sets Advanced Programs Apart.” The report establishes that while Account-Based Marketing (ABM) adoption is widespread, the majority of programs remain in their formative stages, preventing many organizations from realizing the strategy’s full potential for delivering superior ROI, larger deal sizes, and improved win rates. Mature ABM programs are distinguished by a set of interconnected traits that fall into three primary categories: Strategic Clarity and Commitment, Precise Program Design and Execution, and Insight-Driven Optimization and Performance Management. Key markers of maturity include strong executive sponsorship, dedicated ABM headcount, a formal ABM charter, and deep, cross-functional interlocks that extend beyond surface-level alignment.
Common barriers preventing advancement include insufficient budget, a lack of internal understanding of ABM, and poor sales-marketing alignment. The report emphasizes that maturity manifests differently across the four primary deployment models—Enterprise ABM (1:1, 1:Few), Growth ABM (1:Many), and Deal-Based ABM—each requiring distinct capabilities and resources. A significant indicator of advanced maturity is the simultaneous use of multiple deployment models, which correlates with higher reported ROI. Finally, while AI adoption is prevalent, its strategic integration into workflows—rather than adoption alone—is a hallmark of a truly mature program.
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The State and Promise of ABM Maturity
ABM has evolved from a niche tactic to a dominant B2B go-to-market strategy, with extensive research consistently demonstrating that well-developed programs deliver significantly higher ROI than traditional marketing efforts. • Correlation Between Program Age and ROI: Findings from the ForgeX 2025 State of ABM survey show a strong correlation between the duration of an ABM program and its reported ROI. Respondents with programs running for four to six years were significantly more likely to report “much higher” or “somewhat higher” ROI compared to other marketing initiatives. In contrast, those with fewer than three years of experience were often unsure of their program’s ROI.
• Widespread but Immature Adoption: Despite its proven value, the vast majority of ABM programs are in their early stages. The survey data reveals that most respondents have only 0-3 years of investment in any given ABM deployment model. This indicates that many programs plateau or are abandoned before reaching an advanced state, leaving their full potential unrealized.
• Maturity as a Relative State: The report defines maturity not as a single milestone but as a relative state reflecting an organization’s unique goals, resources, and industry dynamics. It evolves over time as capabilities deepen and business priorities shift.
Common Barriers to ABM Advancement
Many organizations underestimate the requirements for building and sustaining a successful ABM program. According to the ForgeX 2025 State of ABM survey, the most frequently cited obstacles to success are:
1. Insufficient Budget: A primary constraint limiting program scope and impact.
2. Lack of Internal Understanding: A failure to grasp the nuances of different ABM deployment models.
3. Lack of Internal Alignment: No shared definition or vision for what ABM is and how it delivers value.
Other significant challenges include a lack of sales and marketing alignment, poorly constructed Target Account Lists (TALs), and an insufficient or poorly implemented technology stack. A 2025 study by Sloane Staffing found that while ABM participation is high, only 15% of organizations describe their efforts as “well established.”
Hallmarks of Mature ABM Programs
Mature ABM programs exhibit a set of traits, capabilities, and practices that can be grouped into three foundational categories.
I. Strategic Clarity and Commitment
• Executive Buy-in: Mature programs possess strong, ongoing executive sponsorship. A 2022 study by the ABM Leadership Alliance and ITSMA found that 84% of companies with successful ABM programs have strong executive support, which is critical for securing resources and driving cross-functional collaboration.
• Formal ABM Charter: Programs are anchored by a documented charter defining scope, objectives, and stakeholders. However, the 2025 ForgeX survey found that only 33% of organizations have such a document in place.
• Embedded Cross-Functional Interlocks: Collaboration moves beyond goodwill to establish structured, synergistic relationships across functions like sales, partner marketing, and customer success. These interlocks are sustained through joint planning, integrated metrics, and shared processes.
• Dedicated ABM Teams or Roles: Maturity requires dedicated headcount. The ForgeX survey shows 57% of organizations have dedicated ABM roles, and a majority plan to increase that investment. However, a Sloane Staffing study indicates only 3% of organizations are “extremely confident” in their team’s ability to meet ABM talent needs.
• Account-Based GTM Application: In mature organizations, account-based strategies influence all go-to-market (GTM) functions, including Sales, Demand Gen, Product Marketing, Customer Success, and xDRs. The ForgeX survey found that nearly half of respondents indicated all five functions are influenced by these strategies to some extent.
II. Precise Program Design and Execution
• Well-Documented Ideal Customer Profile (ICP): Programs are grounded in a clearly defined and regularly refined ICP. In the ForgeX survey, 40% of respondents reported having a “very well-defined” ICP, while a combined 58% described theirs as somewhat or poorly defined.
• Center of Excellence (CoE): A centralized CoE is used to consolidate expertise and standardize best practices. Only 22% of organizations currently have a CoE, but those that do report more consistent ROI across all ABM models.
• Team Training and Enablement: Formal training is treated as a strategic investment. Research from ITSMA shows that programs supported by formal training outperform those without. According to ForgeX, 40% of survey respondents hold ABM-specific certifications.
• Operationalizing Around Buying Groups: Mature programs shift from a lead-centric model to an opportunity-based framework that enables multi-threaded engagement with complex buying groups (which average 7 decision-makers, per LinkedIn). A Forrester study found that organizations embracing buying groups saw a 17x increase in conversion rates and a 4x improvement in win rates.
III. Insight-Driven Optimization and Performance Management
• Account-Centric Measurement: Success metrics are defined upfront with stakeholders and focus on account-centric indicators like engagement depth and revenue influence, rather than traditional lead-based metrics.
• Effective Use of Technology and AI: Advanced programs strategically integrate technology to support scale and precision. Key data points on AI adoption include:
◦ 91% of B2B marketers report adopting AI to support ABM (ForgeX).
◦ 80% of B2B marketers say AI has “super-charged” their programs (Enterprise Strategy Group).
◦ 85% of B2B teams using generative AI report improved pipeline outcomes (McKinsey).
◦ Mature programs are distinguished by structured data, well-connected systems, and consistent attribution models (McKinsey and Gartner).
Maturity Across ABM Deployment Models
Maturity is not monolithic; it manifests differently across the distinct strategic frameworks of each ABM deployment model.
ABM Deployment Model Definitions
| Classification | Model | Definition |
| Enterprise ABM | 1:1 ABM | Highly personalized engagement with a small number of individual accounts, each treated as a “market-of-one.” Max 3-8 accounts per practitioner. |
| | 1:Few ABM | Targets small clusters (max 25 accounts) with shared characteristics (e.g., industry sub-vertical). Max 1-4 clusters per practitioner. |
| Growth ABM | 1:Many ABM | An always-on, scalable approach for a larger set of tiered accounts, leveraging automated and programmatic tactics. |
| (Applicable to both) | Deal-Based ABM | A short-term, reactive approach to support specific, high-value opportunities already in the sales pipeline to accelerate deal progression. |
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Enterprise ABM (1:1 and 1:Few)
This model category, used by 66% of organizations, depends on deep cross-functional collaboration. However, 54% of practitioners cited sales and marketing misalignment as a top challenge.
Characteristics of Mature Enterprise ABM:
• Rigorous Account Selection: Uses sophisticated, research-backed scoring models (e.g., F.I.R.E.) to select accounts.
• Dedicated Resourcing: Adheres to best-practice staffing ratios (e.g., 3-8 accounts per marketer in 1:1). The ForgeX survey revealed many programs are under-resourced, with 41% of 1:1 programs assigning more than 8 accounts per marketer.
• Robust, Living Engagement Plans: Develops and continuously executes tailored, multi-channel plans in collaboration with sales.
• Custom Content: Possesses the capability to quickly create or adapt account- or cluster-specific content.
• Tailored KPIs: Measures success with account-level metrics like depth of engagement and influence on opportunity development, rather than MQLs.
• Acceptance of Manual Processes: Leverages technology (especially AI for research and copywriting) but recognizes it cannot replace the hands-on effort required for deep customization and relationship building.
Growth ABM (1:Many)
Maturity in this model is measured by the sophistication of segmentation, orchestration, and operational rigor, all heavily dependent on technology.
Characteristics of Mature Growth ABM:
• Tech-Enabled Scoring and Prioritization: Uses technology to automatically and dynamically score, tier, and prioritize accounts, often integrating at least three distinct sources of intent data.
• Consistent Digital Touchpoints at Scale: Orchestrates data-triggered, multi-tier campaigns across digital channels with relevant, timely messaging.
• Modularized Content: Structures content elements to be automatically assembled and personalized for different account segments, enabling relevance at scale.
• Highly Automated Outreach: Builds workflows that respond to buying signals and account behavior with personalized, trigger-based nurture streams.
• Seamless Interlock with Marketing Operations (MOPs): MOPs is a critical partner managing system logic, data flows, and program infrastructure.
• Strategic AI Adoption: Has a clear AI roadmap to enhance efficiency and scale. ForgeX research found that only 19% of organizations currently have an AI roadmap for ABM.
Deal-Based ABM
This reactive model requires budget fluidity and operational agility to support high-value deals. A key challenge is funding, with 95% of practitioners citing insufficient budget despite an average recommended spend of 1% of the deal value.
Characteristics of Mature Deal-Based ABM:
• Strategic Qualification and Early Involvement: Marketing is engaged early in the deal cycle based on clear, predefined criteria.
• Embedded Partnership with Sales: Marketing is deeply integrated into the deal pursuit team, supporting objectives like accelerating velocity, expanding deal size, or combating competitive threats.
• Purpose-Built Experiences: Delivers high-touch, experience-based tactics like executive roundtables and innovation workshops to engage the full buying committee.
• Outcome-Based Measurement: Measures direct influence on deal progression, win rates, velocity, and size.
Employing Multiple Deployment Models
The use of multiple deployment models simultaneously is a strong indicator of program maturity. This approach allows organizations to allocate resources efficiently against different business goals.
• In the 2025 ForgeX State of ABM survey, 81% of organizations practicing ABM leverage two or more deployment models.
• Respondents using multiple models were more likely to report that ABM delivers higher ROI compared to other marketing programs.
Key Practitioner Quotes
“What I’ve seen is that mature ABM programs are typically visionary by nature. A seasoned ABM leader is willing to take the lead on initiatives they’ve never seen done publicly before. You have to look beyond existing benchmarks, case studies, and playbooks—and instead have a perspective about the future and champion bold new ideas.” — Helana Zhang, Head of Global ABM, Atlassian
“Time is one of the biggest factors [in maturity] because it takes just that. It’s an investment. It takes time to build upon and iterate.” — Amber Bogie, Director, Global Marketing, UCC, GoTo
“A lot of companies have buyer persona documentation, but the most mature organizations understand the people behind the personas at a visceral level… They have phenomenal amounts of information about the individuals within their target accounts and the environment and industry they’re operating in.” — Kara Alcamo, Founder & CEO, Alcamo Marketing “We started by looking at industry benchmarks and saw that most organizations were converting MQLs to bookings at under 1%… We knew there must be a way to improve efficacy. We found it by operationalizing buying groups… Now, years in, there’s no scenario in which we would ever go back.” — Joel Jacob, Director of Marketing Operations, Reltio
“In B2B, trust is critical. When teams use AI without clear guardrails or empathy, that trust can erode quickly. People still expect real connection, even as more of the work becomes automated.” — Liza Adams, AI Advisor & Go-to-Market Strategist, GrowthPath Partners