What is a RACI framework for ABM?

A common question we get in our ABM/ABX enablement engagements is, ‘who owns what in an ABX environment?’

Let’s use a RACI framework – for definition sake, a RACI framework is a responsibility assignment matrix used in project management and business process analysis. RACI is an acronym that stands for:

  1. Responsible (R): The person or role who actually performs the work or task. They are responsible for action and implementation.
  2. Accountable (A): The person or role who is ultimately answerable for the correct and thorough completion of the task. They make the final decisions and approve the work.
  3. Consulted (C): The person or role whose opinions are sought, typically subject matter experts. They are involved in two-way communication but aren’t directly responsible for the task.
  4. Informed (I): The person or role who is kept up-to-date on progress, often only on completion of the task or deliverable. They receive one-way communication.

While there are many variables (eg is the program brand new or are you inheriting it plus many more we mention below), we see breaks roughly along these lines:

*Several variables can impact and necessitate adjustments to your RACI model for account-based marketing (ABM) as identified by the asterisks* in the chart above:

1. Company Size and Structure  

  • In larger enterprises with more resources, there may be dedicated ABM teams with specialized roles like ABM strategists, campaign managers, data analysts etc.
  • Smaller companies may have leaner teams wearing multiple hats in the RACI model.

2. ABM Strategy and Programs

  • 1:1 ABM for strategic accounts may involve more stakeholders like executive sponsors, industry experts being consulted.
  • ABM Lite/Programmatic ABM for mass market may be more centralized with marketing operations responsible and accountable.

3. Sales Processes and Cycles

  • For longer, complex sales cycles, sales reps and account managers may be more responsible for account nurturing.
  • For transactional sales, marketing may be more responsible for the entire lifecycle.

4. Degree of Marketing-Sales Alignment

  • Tighter alignment means shared accountability between marketing and sales for pipeline metrics (note:  we advocate that Marketing own the pipeline 2 or more quarters out, typically).
  • Lack of alignment may mean siloed responsibilities.  SDRs may be owned by Marketing or Sales.

5. Availability of Data and Technology

  • Advanced ABM tech and data access may require dedicated roles like data analysts being responsible.
  • Limited tech may put more onus on marketing ops and sales for manual efforts.

6. Maturity of ABM Program

  • Early stages may have centralized responsibilities as processes are being established.
  • As it matures, more roles across marketing, sales, customer success may be involved.

The RACI should be regularly reviewed and adjusted based on the organization’s unique situation, resources and goals for the ABM program.

What have you found to be the right model for your organization to own ABM?

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