Work / Enterprise
B2B ยท ABM, pricing and enterprise accounts
ABM and enterprise wins: Uber, Uber Eats and KPMG
The problem
Uber: Teqtivity, a SaaS company selling IT asset-management software, needed enterprise accounts. The pitch went to Uber, Uber Eats and Intuit. KPMG: Gifts for Good, a B Corp gifting company, needed a large corporate customer and a way to show it could serve one. KPMG started as a warm lead.
What I did
- Uber and Uber Eats: learning a deep product. TeQtivity is enterprise asset-management software that tracks every device from the day it is created to the day it leaves, with rules built in (an asset cannot sit with a person and a location at once, and cannot hide in an inactive location). I learned it end to end, then built the pitch decks, video and demos, and presented several times at Uber's headquarters.
- The live demo, in Uber's language. I built it as eight scenarios from Uber's own day: creating new assets, advanced search, onboarding a new hire and assigning equipment, linking a phone to its phone number, moving an asset between locations, offboarding someone who is leaving, transferring accessories between sites, and a finance variance scan.
- Mobile-centric features. A phone number is tracked as an asset, a laptop is linked to its hard drive as parent and child, and mobile management can be role-based for a telecom team.
- Finance and operations. A purchase-indicator formula that shows how many accessories to reorder from weekly demand, lead time and stock on hand (for example, a six-week supply of mice worked out to 15 to order). Six demo reports: variance, assets created, depreciation (20% a year over four years), linked devices, department spending with chargebacks, and damage trends.
- Enterprise readiness. Integrations with single sign-on, AirWatch and Coupa, a separate cloud instance for each customer, a dev, test and production path, and an implementation estimate of three months at most. I mapped the RFP's eight pillars (control, auditing, flexibility, usability, finance, integration, scalability, security) to proof the buyer could see. We won a 5-year contract, and I led onboarding.
- KPMG, before the contract. I worked with the sales team on the sales and pitch decks that showed why Gifts for Good was the right corporate gifting company.
- KPMG, after the contract. I built the whole employee experience: custom landing pages, curated products, the product shot list that filled the store, the UI and UX, social and email campaigns built with KPMG, a post, report and case study on the site, and testimonials from KPMG employees about the gifts and the giving back. Employees chose their own gift for that campaign.
- Gifts for Good overall. I started the marketing team as Director of Marketing, vetted 12+ agencies and signed one, hired the team, set up GA4 and Performance Max, closed the HubSpot to Shopify sync, launched the Pinterest program, and built 104 bundle pages.
The result
View as a table
| Item | Value | Note |
|---|---|---|
| Meals | 13,713 | for children in need |
| Trees | 1,951 | planted |
| Clean water | 984 | people, one year |
| Vitamins | 810 | moms, prenatal |
| Rides | 756 | to cancer treatment |
| Supplies | 103 | children, school year |
Source: Public 2023 KPMG impact report. Units differ by bar. Program results, not marketing-sourced.
View as a table
| Item | Value | Note |
|---|---|---|
| Feb 2022 | 2.1 | about, from the % change |
| Jan 2023 | 3.3 | about, from the % change |
| Feb 2023 | 5.02 | from the report |
Source: Agency monthly PPC report, February 2023. Earlier months are derived from its change percentages.
How this was measured: from the agency's monthly report. Cost per conversion was $25.31 and the conversion rate 3.09%.
How I got there
At Uber I learned the product and rebuilt the demo in Uber's language. At KPMG I started from the pitch deck, then carried the same story through the store, the campaigns and the case study.
Stack and workflow
What I learned
The biggest lesson, especially from Gifts for Good and KPMG, was to build exactly what the buyer needs, and to build it fast. We made a personalized landing page, service and products around the campaign KPMG wanted for the holidays. How quickly we got it live, and how fast the whole team moved to make it happen, is what let us succeed.
It was the same at Uber: enterprise buyers buy proof that their own workflow works. I learned the software, then rebuilt every demo scenario in the buyer's language, so they saw their team in it, not our feature list.