As previously published on 12/11/23 in MarTech

Catch-22, written by American author Joseph Heller, was published in 1961 and is often cited as one of the most significant novels of the 20th century. 

Much of Heller’s prose in Catch-22 is circular and repetitive, highlighting in its form the structure of a “Catch 22.” Circular reasoning is widely used by some characters to justify their actions and opinions. In simple terms circular reasoning is often described as “if A is true because B is true, B is true because A is true.”

Modern day sales executives and marketers are caught in their own “Catch 22.”  A version of circular reasoning that says we need more marketing activity because we have more sales resources — we have more sales resources so we need more marketing. 

Removed from the circle is the connection to real demand in the marketplace. It is a cycle that prevents both sides from seeing (or admitting)  the reality of the situation, which  is that we have built inefficiency and costs into the system.  

In a period of soft demand, like now (and probably 2024) investments in scaling sales and marketing efforts have led to a Catch 22 for both groups. 

How did we get here?

A number of factors have led to the place we now find ourselves in B2B. The constant drumming in the ear of CMO’s to “scale” has caused them to focus on reach, at the expense of performance. 

It has resulted in years of investment in scalable martech tools that have left marketing with the ability to create and execute massive outreach campaigns,  producing marginal results. 

On the other side of the house, the output of those marketing efforts has to be sorted through like panning for gold. As a result, we have sales organizations that have added an enormous amount of headcount (SDR and BDR’s). 

In some organizations, the reverse is true. Sales seeking growth have added low cost reps, and those reps need to be fed. As a result, marketing has  scaled its efforts to give them something to chase. 

Now for the impact of the Catch 22. Marketing isn’t interested in cleansing the “leads” it’s producing at the risk  of not hitting  goals. Sales is not interested in narrowing its ICP to true buyers because of the legacy thinking of “more is better.” A bigger, broader playing field is always better.

Except it’s not, and now is the time to reset how sales and marketing operate. For many, budgets have been reduced leaving managers to do more with less in 2024. This presents a great opportunity to fix issues which have been created by the need for “scale.” 

Here are 7 areas to fix next year that will reduce your costs and improve your effectiveness.  It will, however, it requires an honest conversation between sales and marketing. 

The Fix

• The MarTech stack – it’s time to evaluate tools by  what they produce (results), and not what they  track. Also, question – do you really need the scale they provide? This is an opportunity for cost savings. 

• Outreach frequency – take a hard look at the performance you are getting in your campaigns and programs. Ask yourself, are you spamming audiences? Be honest. “Always on” doesn’t mean you’re going to catch someone in a buying cycle, in fact, you may cause them to ignore your efforts entirely when they are looking. Here’s the opportunity to improve performance. 

• Lead routing and results – this one may be difficult. Evaluate what was routed to sales this past year and  examine the results. If you do this correctly, it should be painful. If your lead to conversation rate is below 20-30%, set that as the goal for 2024. This can reduce cost and improve performance.

• Evaluate headcount – if you do #3 correctly, it will reduce the number of MQL’s that reps need to follow up on. And that will lead to an honest look at the number of SDR/BDR needed. It may also reduce marketing headcount and marketing spend. 

• Take the hard road – there are two paths to performance and in the past, sales and marketing have taken the path of least resistance – volume. The other path is conversion,  which should be the focus for 2024. You can do more with less as long as you improve the quality of what is flowing through the pipeline. 

• Refine your ICP – to improve pipeline conversion you need to increase the quality of your prospects. Go deeper into defining your target customer. Add categories that include; motivations, influence, and behaviors. This narrows your targets.
• Have the courage to scrutinize…everything – sales and marketing people, in general,  are “glass half full” kind of people. But, having that point of view doesn’t mean the glass isn’t also half empty. Sometimes you have to change your point of view to get better. Now is one of those times.  

There is a lot of junk in the system sitting in both sales and marketing platforms. The new year offers an opportunity to clean it up.

Finally, I’m writing this piece for the CMO’s and CRO’s who like the characters in Heller’s novel trapped in a never ending cycle of despair with no relief in sight. 

The only way out is for sales and marketing to work together. Marketing can’t improve performance if sales is still requiring it to hit an arbitrary target that keeps BDR/SDR’s busy. Sales has to come to the realization that more isn’t necessarily better. Better is better, and that means become lean and effective. 

According to Hubspot, 23% of reps made or exceeded their quota last year. With demand down this year in most sectors, count on that percentage being even lower this year. It’s time to take a realistic look at the actual number of sales reps needed based on performance, not models. 

If you cut reps, you can increase the probability of the remaining team making quota. Less reps require less feeding, and as a result, you can reduce marketing activities and budgets, while  increasing the quality of the outputs. Doing both, allows you to stop spinning in a circle. 

Both groups  must  come to the realization that “A” is not true because of “B” and “B” is not true because “A.” 

You don’t need more marketing, because you don’t need more sales reps. The ones you have aren’t making quota because there aren’t enough opportunities in the market, and you don’t need more marketing because there isn’t that much demand. 

There I said it, now it’s out in the open. The circle can be broken. 

The post The Sales and Marketing Catch 22 appeared first on Carbon Design.

As previously published on 11/9/23 in MarTech

Investment is slowing, budgets are shrinking and generative AI threatens disruption. Here’s why 2024 may be a shakeup year for martech.

The post 5 reasons why the martech landscape will reach its peak in 2024 appeared first on Carbon Design.

As previously published on 10/11/23 in MarTech

By Scott Gillum
Estimated read time: 6 Minutes

Explore strategic vs. haphazard approaches in B2B social media and how the best-in-class companies are finding their “sweet spot.”

The post B2B social media ‘sweet spots’: What’s working and what’s not… appeared first on Carbon Design.

As previously published on 9/21/23 in MarTech

By Scott Gillum
Estimated read time: 5 Minutes

Learn the benefits of AI personality profiling, from reaching a wider audience to honing in on what your audience values most.

Every day we form impressions of the people we meet. We assess their trustworthiness, credibility and level of friendliness based on our interactions.

In business, we often assess contacts based on how they will — or will not — support what we’re promoting. Will they be an advocate or influencer? Will they be skeptical or feel threatened?

This can extend to organizations or industries. We describe organizations as being “data-driven” or “research-based” and industries as “cutting edge” or “slow-moving” to help us understand how to position ourselves and improve our messaging.

With AI personality profiling tools, we can become more familiar with an audience, segment or industry before we even engage with it. B2B marketing, usually kept at arm’s reach from customers, can now know them as well as account managers who have long-standing customer relationships. Here’s what this means for B2B marketing organizations.

What are AI personality profiling tools?

When it comes to engaging with customers or potential clients, understanding preferences and behaviors is key. This has traditionally been done through surveys, focus groups or other forms of direct communication.

However, AI personality profiling tools provide a new and more efficient way to gain insights into your target audience. They use algorithms to analyze a variety of data points (i.e., social media activity, online searches, and even speech patterns) to identify patterns and traits indicating a person’s personality type. This information lets you create more personalized and effective marketing campaigns.

One of the biggest advantages of AI personality profiling is the ability to reach a wider audience while still tailoring your message to each individual. In the past, developing different personas and buyer journeys could be time-consuming and require a lot of guesswork. AI tools can quickly and easily identify commonalities within your audience and develop targeted content.

Another benefit is the ability to uncover hidden insights about an organization’s corporate culture. By analyzing its leadership team’s personalities and behaviors, you can better understand its values and priorities. This can help you tailor your messaging to fit the company’s culture and present your solution in a way that will most likely resonate with decision-makers.

How AI personality profiling can reshape your marketing strategy

We recently profiled the personalities of the C-suite executives at a Fortune 500 company. Although diversifying board rooms has helped bring a wider variety of individuals with different life experiences and points of view, one area has not been diversified.

Perhaps best described as “birds of a feather flock together,” an individual’s personality type often dictates their profession or the industry where they work. Of the senior executives we profiled, 21 out of 22 executives had the same personality type.

This is an extreme example of a concentrated personality type. Typically, we find only one dominant type in 60-70% of the executive team. We also found a dominant personality type of Fortune 500 executives, 58% of the CEOs.

A homogenous population is a marketer’s dream. It means a “one size fits all” messaging and content approach. The other benefit it provides is insight into the corporate culture. The company we profiled is in the construction industry, with the dominant personality type being analogous to a “project manager.”

Given the dominance of the personality type, it is safe to assume that the corporate culture is a “get it done” environment. That nugget of wisdom is gold for sales. This type of environment signals that if it isn’t broken, it will not get fixed.

Trying to sell a “nice to have” will be virtually impossible, but selling a “need to have” should be easier. In particular, if you can find a burning need or demonstrate an advantage gained by the new solution.

A chance to hone in on what your audience values

Finding the “pain” and then building the argument for the business case will attract your audience’s attention. The greatest advantage in understanding their personality is knowing their behaviors and motivations.

For example, the “project manager” mindset is motivated by achievement, career advancement and recognition. Their behavior is to be heads down, so you have to interrupt them in order to get their attention.

To do this, you’ll need to align to their personal content preferences (which are industry-specific case studies) and use and business cases. They also prefer references, especially peers in the same role and industry.

All of this can be known, created and executed without ever having a conversation with a prospect.

AI profiling tools are simple to use and can easily provide new insights into audiences. It opens the door for creating new personas, buyer journeys and, most importantly, better content.

And you know what loves a homogenous population and insights about them more than marketers? Machines. All of this information can be fed into AI content generators.

Birds of a feather do flock together, and with AI tools you can know exactly what type of bird you’re hunting and how to knock them out of the sky.

AI personality profiling alone is not enough

AI personality profiling has its limitations. It’s crucial to recognize that personality types are dynamic and can evolve. Moreover, exclusively depending on data-driven insights may hinder empathy and a comprehensive understanding of the human experience.

Leverage AI personality profiling if you’re looking to gain valuable audience insights and enhance your marketing campaigns. But for a holistic approach, make sure to complement it with other research and communication methods.

The post How to use AI personality profiling for B2B engagement appeared first on Carbon Design.

By Scott Gillum
Estimated read time: 2 Minutes

Here’s an observation for my friends in tech marketing.

Above is an extract from research we recently conducted. Close to 500 C-Level IT buyers (CTO, CIO, CISO, etc.) were interviewed or surveyed.

The graph represents the top 4 purchase drivers. Each of the 4 categories include the platform and the people. Technical expertise includes not only the solution, but also, the people selling, integrating and supporting it.

The “people” component in the other categories is pretty obvious. The question is, how are you communicating the value of your people in your content and messaging? Are you?

In my observations, most organizations have shifted to almost exclusively focusing on the technology/platform.  We’ve become very myopic in marketing our solution. It could be pressure coming from the product group or senior management.  It’s pushed marketing too far in one direction. 

People use technology to get an output. They don’t buy it because of what it is, they buy it because of what it does…oftentimes, for them specifically. How you sell and support your tool most often dictates whether or not you’ll get the renewal, add-on or even a referral.  

People also buy from people. If you’re leaving the human piece out, you are doing the customer, company and your colleagues a disservice.

The post Are You Missing What Customers Value Most? appeared first on Carbon Design.

Join Scott on the 27th at 11:35 am to hear how to take your ABM program to the next level or perhaps learn how to address some of the issues that are holding it back.

Grab your free pass to discover cutting-edge technologies and solutions to power exceptional customer experiences.

Register here: MarTech Conference

The post The MarTech Conference is coming soon appeared first on Carbon Design.

By Scott Gillum
Estimated read time: 3 Minutes

Insight from Best-in-Class Companies

After combing through hundreds of customer, employee and sales rep interviews at best-in-class companies you may want to consider doing it.

Logically, it makes sense. Until the prospect buys they have no idea if the claim/s you make about your product or service are actually true. They ”hope” they are but they don’t know for certain.

But hope goes even deeper, prospects hope that your solution can help them fix their issue, solve their problem and/or improve productivity/performance.

In reality, what we found was that high performing reps get this. 

In our interviews, we found that top sales people had an unique and personal connection to their customers.

How do they do it?  They are very good at asking questions. They get into the head of the buyer –  understanding their business AND personal motivations for making the purchase. Not just their business needs.

For example, we found reps selling to aerospace engineers in very vulnerable situations. A piece broke in a prototype that they needed to demo, or they were searching for a hard to find item that was out of stock.

In another company selling to small business owners, reps understood the importance of getting the label right because it was the physical manifestation of the brand, more importantly, the deep connection to the business owner…who oftentimes, created it.

Giving someone hope is not only uplifting and motivating, but it also establishes a level of depth to the relationship. Think, what does this person hope to get out of this decision?

By adopting this mentality, early in the relationship/buying process, it will force you to dig deeper into their needs (personal and professional). It makes you more empathetic, and changes the dynamics of the sales experience.

A purchase, especially in B2B, is more than just a transaction, it’s the hope that the product or services will deliver on a promise (mostly likely made by you). And that decision is more personal than we recognize or cater to.

I “hope” you get the point.

The post Do You Sell Hope? appeared first on Carbon Design.

By Scott Gillum
Estimated read time: 5 Minutes

Insight from buyer and employee research from 20 companies with 70+ NPS scores

Are customers just buying your products?  

Yes, as you will see, it is true a good product will sell itself but there is more to that decision than what is on the surface. 

Recently, we were able to conduct research on close to 20 companies that have net promoter scores (NPS) above 70, with a handful at 90+. To put that into perspective, scores 10 to 60 are typically detractors, 70 to 80 are passives, and above 90 are active promoters.

While an average of 70 or above might not sound all that impressive, it’s higher than the Top 7 industries ranked (see below). And, it is extremely rare to find an organization that reaches a score of  90 or above.

The companies included in our research span industries from Aerospace, Hi-Tech, GovCon and Manufacturing, to Cannabis and Agriculture, with services as complex as cybersecurity, to as simple as producing  labels for  food items. Buyers ranged from Engineers and Chief Security Officers, to Procurement and  small business owners. 

What also made this opportunity unique is that we were able to interview over 100 customers, and survey more than a 1000, who represented the areas listed  above allowing us to gain insight into what was driving the scores.

 The top 3 purchase drivers are listed below, and this is what we learned:

1. A great product makes for a great score – without question, the quality of your product is the biggest driver of purchase satisfaction (93%). In addition to quality, reliability was  critical. 
2. Usability is second. This includes ease of use, integration, configuration, works as designed, etc. 
3. And third is Value, including affordability, value for the money, price competitiveness, etc. 

Now for the key question… What is interesting about the key purchase drivers, and how we sell?

None of the three purchase drivers are realized during the sales process. It’s only  once they have purchased the product  that they truly experience the quality and value.  

So, this tells us we are selling something else during the buying process. In fact, we found that there are four things you are selling  before you close the deal.  

1. Hope – Customers, especially newly acquired ones haven’t experienced your product, service, and support so they are buying a promise. The most motivating thing you can sell early in the process is hope. Give prospects the hope that their work lives can be better, that your solution can solve their problems or pain. But, you can only do that if you find the pain. In today’s economic environment, if there is no pain, reps will have no hope of making a sale.
2. Credibility – we had a chance to survey Chief Information and Security Officers (CISO) during this period on what they  looked for in a sales rep. CISO stated that they preferred a representative to be highly knowledgeable of both products and services, (three times more likely than a relationship.) In some industries, like Cybersecurity, there is nothing more important than your credibility. Why? Buyer’s top 4 information sources are all people channels (Peers, Colleagues, Influencers, Analysts). Your reputation is everything. Every word written or spoken is critical. Opinions don’t matter, and reps have to do their homework. 
3. Trust – trust and credibility are a one two punch. If you’re not credible, you probably don’t have a shot at being trusted. There is no undervaluing the importance of trust in the purchasing process. When we asked customers to rank brand attributes, Trustworthiness tied for first along with Reliability. Not only is it important to the acquisition, it is critical for retaining customers. And, trust is the most broadly defined attribute – the brand, product performance, availability, service, pricing, staff, shipping, etc. 
4. The Business Argument – did you notice that I didn’t write ROI, or business case? In reality, few companies can deliver on the ROI used to close the deal. Additionally, few businesses produce (or can prove) the outcomes predicted, and buyers know it. In fact, researchers have tested upside gains versus downside risk reduction with buyers. Buyers, interestingly, discount upside predictions and are more likely to believe risk projections. It’s why a solid, logical business argument is the most believable and compelling reason for making a purchase decision…e.g. “You’ve invested XXX dollars into this solution, why wouldn’t you want to optimize by enabling this functionality…”

One of the most interesting discoveries in our research came through one on one interviews. The discovery was Ben, a senior sales representative who worked for a PE owned company that had several brands selling into complex manufacturing companies. 

Ben was an eye opener. He was a multidimensional product expert, sales and service machine. In our interviews with customers, they offered up his name but never for the same thing twice. In one conversation with a buyer, they  highlighted how Ben was just talking with their engineers about a new product design and in another one with procurement,  talked about him being able to create one invoice with products from multiple manufacturers.

One of the goals of the work we were doing was to uncover opportunities for more cross selling of products…Ben was already doing it! But, one of the most important statements about Ben that stuck with me was “Ben answers his phone.”

Ben had their trust because he was credible with the internal buyers – the engineers. He solved procurement problems, but most importantly gave them hope. Most of their orders were urgent or hard to find products. Ben knew this, he answered his phone because he also knew that they relied on him to find a way to get them what they needed. 

Ultimately what we learned was companies that perform the highest with customers also scored the highest on employee satisfaction. We surveyed over 1000 employees across companies and found that what drove their satisfaction in their role was the connection to their customers. 

Here’s the reason, when asked the question; 

“Beyond the products we offer, why do you think customers choose to shop with the brand(s) you work with?”

The number 1 answer, mentioned by 80% of the employees, was Trust. It connects customers to you, and you to your customers.   

NPS scores are notoriously difficult to move. In fact, some companies abandon using them because of it. Maybe it isn’t that difficult to improve after all. Perhaps it just comes down to focusing on building trust – companies trusting employees, sales building trust with customers, and service and product maintaining that trust through delivery. 

And of course, a quality product.

The post What Companies with Exceptional NPS Scores Tell Us About What We Sell and How We Retain Customers appeared first on Carbon Design.

As previously published on 6/28/23 in MarTech

By Scott Gillum
Estimated read time: 5 Minutes

What if they are wrong? 

When responding to questions about AI replacing humans in certain roles, most ‘experts’ claim that AI will replace some jobs, but will be a much more valuable tool for augmenting human intelligence and ability. 

In all of the hype associated with this latest technology wave, an important trend is occurring across industries that could significantly change the impact of AI – the retirement of the knowledge worker.  

We need to look no further than the last wave of intelligent technology – the “internet of things” (IoT) to see the impact. 

The term ‘Internet of Things’ was coined in 1999 by  computer scientist, Kevin Ashton. While working at Procter & Gamble, Ashton proposed putting radio-frequency identification (RFID) chips on products to track them through a supply chain.

“Machines talking to machines” started rolling out in early/ mid 2010 making their way into manufacturing, precision agriculture, complex information networks, and for consumers in a new wave of wearables. 

Now, having about a decade of experience of how IoT has impacted certain industries and markets, perhaps it can give us some interesting insights on the future of AI. 

In 2010, Cisco launched the “Tomorrow Starts Here” IoT campaign at the time when communication networks were transitioning from hardware “stacks” to software development networks (SDN). 

The change meant that in order for carriers to expand their bandwidth, they no longer needed to “rip and replace ” hardware. They only needed to upgrade the software. This transition began the era of machines monitoring their performance and communicating with each other, with the promise of one day producing self healing networks.

Over this same period, network engineers who ushered in the transition from an analog to digital began retiring. These experienced knowledge workers are often being replaced by technicians who understand the monitoring tools, but not necessarily, how the network works.  

Over the last dozen years networks have grown in complexity to include cellular, and the number of connections has grown exponentially. To help manage this complexity, numerous monitoring tools have been developed and implemented. 

The people on the other end reading the alerts see the obvious, but have a difficult time interpreting the issue, or what to prioritize. The reason is, the tool knows there is an issue but is not smart enough yet to know how to fix it or if it will take care of itself. Technicians end up chasing “ghost tickets,” alerts that have resolved themselves, resulting in lost productivity. 

The same thing is repeating itself in marketing today. As one CMO told me; “I can find people who know the technologies all day long, but what I can’t find is someone who thinks strategically. Ask a marketing manager to set up the tools and run a campaign and they have no problem, but ask them to write a compelling value proposition or offer for the campaign, and they will struggle.” 

It’s easy to get sucked into the tools. AI generators are really intriguing and can do some amazing things. But based on what we have seen, the tools are not smart enough to fully deliver on their promise…yet. 

Here’s the warning from IoT – as tools become more knowledgeable, the workforce operating them is becoming less. It is leaving a knowledge gap. As that knowledge is transferred from worker to machine, we need to ask ourselves what we’ll be left with. Will there be enough experience and expertise in our workers to know if what comes out of the machine is accurate, factitious, or even dangerous. 

In a recent WSJ article, Melissa Beebe, an oncology nurse, commented on how she relies on her observation skills to make life-or-death decisions. When an alert said her patient in the oncology unit of UC Davis Medical Center had sepsis, she was sure the AI tool monitoring the patient was wrong. 

“I’ve been working with cancer patients for 15 years so I know a septic patient when I see one,” she said. “I knew this patient wasn’t septic.”

The alert correlates elevated white blood cell count with septic infection. It didn’t take into account that this particular patient had leukemia, which can cause similar blood counts. The algorithm, which was based on artificial intelligence, triggers the alert when it detects patterns that match previous patients with sepsis. 

Unfortunately, hospital rules require nurses to follow protocols when a patient is flagged for sepsis. Beebe could override the AI model, if she gets doctor approval, but faces disciplinary action if she’s wrong. It’s easy to see the danger of removing human intelligence in this case, it also illustrates the risk associated with over relying on artificial intelligence. 

AI will free us from low value tasks, and that is a good thing, but we need to redistribute that time to better developing our people, and our teams. The greatest benefit from these game changing technologies in the business to business environment will be realized when we combine equal amounts of human intelligence with machine intelligence.

The post Artificial Intelligence + Human Intelligence = Success, or is it Artificial Intelligence – Human Intelligence = Failure? appeared first on Carbon Design.

As previously published on 6/7/23 in MarTech

By Scott Gillum
Estimated read time: 5 Minutes

5 Steps for Building a Recession Grade ABM Program 

Looking to get off the treadmill of producing what seems like never ending content and feeding  the ABM machine hoping you get a hit? Tired of anonymous and/or intent data that produces very little results?  

In today’s challenging economic environment, you’re going to need to take your program to the next level. Casting a wide net in a sea with less fish will be less productive. 

It’s time to build a  program that is proactive and targeted, and it’s going to require some work. Here are  five steps to get you started on your way to building  a market ready ABM program. 

1. Target specific people and accounts – because it’s called “account based marketing”, you need to have actual accounts identified. Additionally, you’ll need to have a list of key targets within the account. Forget trying to figure out anonymous hits on your website or content, invest in getting the list built.
2. Know who, and what is important – not all prospects matter, in fact, the ones you are most likely to engage are not the most important. One will be active and the other passive. Not all responses or engagements are important either. To know the difference between the two you will need to profile the personality type of your targets. Doing so will allow you to gain valuable insight into  the type of people you’re dealing with, and the corporate culture. 
3. Use the “friendlies” to get to the real buyers – we’re in an economic environment of “if it’s not broken it will not get fixed” unless you find the pain. Forget about targeting the “C-Suite,” go for the users. Get to the people who have the need, not the decision makers. For that group, there is no decision to make yet. You have to build the case and surface the need. 
4. Build the business case – once you have this insight, talk less about your solution and more about relieving the pain, being specific to that account. It will also need to be as close to the core operation of the business as possible. Can you help reduce cost, improve revenue, or make employees more productive, etc? We are in a “have to have,” not a “nice to have” buying environment. This is where sales and marketing have to come together. 
5. Communicate it back – once you have the business case, you now need to communicate back to the key targets in the account in a language that connects with them personally.  To move the buying process forward, you need to get the right people to take action. You’re looking for a way to motivate them, and this  is where knowing their personality type comes into play. You can create offers and marketing assets that are highly personalized and create action. 

Think of this approach in two parts – a front end and a back end.  You’re going to have to “make orders” versus “take orders”, as they say (could I possibly use more cliches?!). The front piece is discovering or creating the pain, which requires tight integration between sales and marketing.  

The back end is communicating and selling the pain. You’ll need to find a way to motivate the organization on 3 levels – corporate, line of business, and at the individual level, in order to get a deal through the organization. This will be true for acquisition and existing accounts.

Collecting information on the front end should give you the insight you need to build the messaging and business case on the back end. And again, this takes a coordinated approach between sales and marketing. 

It’s a difficult market right now so you not only need to work smarter, but also, harder (there I go again). This isn’t about more tools or increased scale.  It’s about identifying the right opportunities and leveraging them efficiently. Now if it was just that easy. 

The post 5 Steps for Building a Recession Grade ABM Program appeared first on Carbon Design.