Top 5 ABM KPIs for Financial Institutions
- Henry McIntosh
- 2 days ago
- 17 min read
Account-Based Marketing (ABM) is a focused approach that prioritises high-value accounts over generalised lead generation. For financial institutions, where long sales cycles and multiple decision-makers are common, tracking the right Key Performance Indicators (KPIs) is essential. Here are the five most important KPIs to measure ABM success:
Deal Size and Average Contract Value (ACV) These metrics reveal whether you're targeting the right accounts and driving higher-value deals. A 33% increase in deal size is achievable with refined account selection.
Account Engagement and Target Account Coverage Measure how actively your target accounts interact with your campaigns and whether you're reaching all key decision-makers within those accounts.
Pipeline Velocity and Win Rate Track how quickly accounts move through the sales funnel and the percentage of opportunities that convert into closed deals. ABM strategies can reduce sales cycles by up to 40%.
Customer Lifetime Value (CLTV) and Retention Rate Focus on the total revenue generated over the lifespan of a customer. Retaining existing customers is five times less expensive than acquiring new ones.
Return on Investment (ROI) and Revenue Attribution Evaluate the financial return from your ABM efforts and identify which touchpoints contribute most to closing deals. Top-performing ABM programmes deliver up to a 7:1 ROI.
Account Based Marketing Metrics That Matter
1. Deal Size and Average Contract Value (ACV)
In ABM campaigns, deal size and ACV are key indicators of whether you're targeting the right accounts. To calculate the average deal size, divide the total value of closed deals by the number of deals. For example, if you’ve closed five deals worth £500,000 in total, your average deal size is £100,000. ACV, on the other hand, measures the annualised revenue per customer. You can find this by dividing the total contract value by the contract duration in years [7][8][13].
How this applies to financial institutions' ABM campaigns
This metric is especially important in regulated financial sectors, where decision-making often involves multiple stakeholders and lengthy processes. By tracking deal size, you can directly link your ABM efforts to financial outcomes [1]. A high ACV not only confirms that you’re targeting the right accounts but also shows that personalised strategies are driving conversions. Research highlights that personalised campaigns can increase ACV by up to 80% [9]. Additionally, companies that use refined account selection criteria report 33% higher deal sizes compared to those relying solely on basic firmographic data [10].
How to measure business impact and ROI
To assess the impact of your ABM efforts, compare the performance of accounts targeted through ABM with those that weren’t. This helps demonstrate the "uplift" in value [6]. To calculate ROI, divide the total revenue generated from ABM activities by the programme costs [10][11]. You can also track Average Deal Size Growth by measuring the percentage increase in deal size over time [11]. This metric helps you identify whether your upselling and cross-selling efforts are leading to increased spending from existing accounts.
How this aligns with sales and marketing objectives
"KPIs are a common language between marketing and sales teams, ensuring that both departments work towards the same objectives" [7].
Carly Miller from Madison Logic emphasises that focusing on deal size fosters alignment between marketing and sales. If your ACV isn’t meeting expectations, the data can guide your next steps. You might need to refine your targeting to focus on larger accounts, improve your sales strategies to highlight higher-value solutions, or adjust your Ideal Customer Profile (ICP) [7].
How to use this data to improve campaigns
Leveraging deal size data allows you to refine your targeting and allocate resources more effectively. For instance, you can identify whether retail banking or investment firms deliver higher ACV, then adjust your focus accordingly [7]. Implement tiered personalisation strategies: segment-level personalisation for broader groups, account-cluster personalisation for similar organisations, and account-specific personalisation for your most valuable targets. Account-specific strategies are particularly effective in boosting engagement [10]. Regularly review your ICP criteria - ideally every quarter - based on closed-won data to ensure your targeting stays sharp as market dynamics evolve [10].
2. Account Engagement and Target Account Coverage
Account engagement tracks how actively your target accounts interact with your campaigns. This includes website visits, content downloads, webinar attendance, and social media activity. Target account coverage, often called penetration, measures how many key decision-makers across different departments you’ve reached [1][5]. In financial services, where buying committees often include compliance, IT, and finance teams, these metrics are critical for gauging whether your ABM (Account-Based Marketing) efforts are making an impact. By focusing on both broad engagement and deep penetration, you set the stage for turning these interactions into measurable revenue.
How this applies to financial institutions' ABM campaigns
For financial institutions, it’s not just about driving large deals but also about evaluating the quality of engagement. This means shifting the focus from individual leads to Marketing-Qualified Accounts (MQAs) - entire accounts that meet a specific threshold of engagement across multiple contacts [2]. For instance, an MQA might require several key decision-makers to interact consistently with important content, signalling a strong level of interest. This approach ensures you’re looking at collective momentum rather than isolated actions. Stakeholder mapping plays a key role here, helping you identify which decision-makers have been reached and which departments still need attention. This way, you can ensure you’re engaging the entire buying committee, not just a single contact [6].
How to measure business impact and ROI
An effective way to assess impact is by creating an account engagement score. This combines individual actions - like email opens, website visits, and content downloads - into one metric that highlights accounts nearing the bottom of the funnel [2][5]. Additionally, tracking the percentage of your target account list actively engaging with campaigns can confirm whether marketing is successfully reaching the accounts prioritised by sales [14]. Monitoring pipeline velocity can also show if high engagement is helping to shorten the long sales cycles typical in financial services [1][2]. Companies using AI-powered ABM strategies have reported a 59% boost in pipeline productivity [3].
How this aligns with sales and marketing objectives
"A good ABM team is the glue that brings a business together. It looks up to the organizational strategy, down to sales' drivers, and brings it all together in the middle to drive success." - Zoe Hominick, EMEA Marketing Director, Amazon Web Services [4]
Engagement metrics serve as a shared language between sales and marketing teams. They signal when sales teams should prioritise accounts that reach MQA status. Businesses with aligned marketing and sales efforts are 67% more effective at closing deals [6]. Engagement data also creates a real-time feedback loop: marketing can fine-tune content based on what resonates, while sales can refine their targeting based on lead quality [1][3]. This continuous exchange of insights helps improve outreach strategies and overall performance.
How to use this data to improve campaigns
Leverage engagement scores to identify and prioritise high-intent accounts for direct outreach [2]. If your account penetration is lacking, dig deeper into stakeholder research and focus on more personalised messaging [6]. Analyse which types of content generate the most engagement - if compliance-focused whitepapers perform better than product brochures, for instance, adjust your strategy accordingly [3][6]. Regularly review your data to ensure you have accurate and complete contact information for key decision-makers across your target accounts [6]. If certain accounts seem stuck at a specific stage of the funnel, consider deploying targeted content or increasing sales outreach to push them forward [4][6].
3. Pipeline Velocity and Win Rate
After establishing engagement and account coverage, the next step in refining your ABM strategy involves tracking pipeline velocity and win rate. Pipeline velocity measures how quickly your target accounts move through the sales funnel, while win rate reveals the percentage of opportunities that convert into closed deals. For financial institutions, where decision-making often involves multiple departments and lengthy processes, these metrics provide insight into whether your ABM efforts are speeding up deals or merely creating activity. The formula for pipeline velocity takes into account the number of opportunities, average deal size, win rate, and sales cycle length [14][5]. Win rate, on the other hand, is calculated by dividing the total number of "closed won" opportunities by all closed opportunities within a specific time frame [5].
How this applies to financial institutions' ABM campaigns
These metrics go beyond measuring activity - they show how deals are progressing through the pipeline. In financial services, where approvals often involve input from numerous stakeholders, pipeline velocity can indicate whether your ABM efforts are reducing the time it takes to close deals or if accounts are stalling at key stages [1][5]. For example, comparing ABM-influenced deals to those generated by traditional demand strategies can help assess whether the typically higher cost-per-account in ABM is justified by faster deal progression and larger transactions [5]. Analysing the time spent in each stage of the funnel can also highlight where decision-making bottlenecks occur - whether due to regulatory concerns or insufficient engagement with key stakeholders in the buying committee [5][6].
How to measure business impact and ROI
To assess the business impact, calculate APV (Average Pipeline Velocity) using the formula: (Opportunity Size × Win Rate × Buying Committee Coverage) ÷ Sales Cycle Length [12].
This method reflects the complex, multi-stakeholder nature of financial services deals. Comparing win rates between ABM and non-ABM accounts can reveal whether your tailored approach is attracting better-fit prospects [5]. Additionally, identifying which marketing touchpoints are linked to higher win rates enables you to fine-tune your campaigns for greater effectiveness [14].
How this aligns with sales and marketing objectives
Pipeline velocity and win rates provide a shared focus for sales and marketing teams, moving away from vanity metrics like lead volume. When both teams prioritise how quickly high-value accounts progress and how many convert, they can better coordinate interventions at critical points [3][4]. Research shows that businesses with aligned sales and marketing teams are 67% more successful at closing deals, with alignment driving up to 208% more revenue from marketing efforts [6]. To support this alignment, consider implementing a Marketing-Sales Alignment Index, aiming for a score above 85%. This can be based on metrics like target account agreement rates and the frequency of joint planning sessions [12]. Regular reviews of pipeline data allow marketing to adjust content when accounts stall, while sales can focus on accounts showing strong momentum [1][3].
How to use this data to improve campaigns
Track the average time accounts spend in each stage of the funnel on a monthly or quarterly basis. This helps you identify trends and address potential issues before they escalate [3]. For example, if accounts frequently stall at the proposal stage, you might introduce targeted content to address common objections or provide additional sales enablement support [5]. Measure buying committee coverage - the percentage of decision-makers engaged - as higher coverage often correlates with faster pipeline velocity [12]. If win rates begin to decline, it may be time to revisit and refine your Ideal Customer Profile [12][15]. Lastly, establish a feedback loop where sales teams share insights from closed deals. This enables marketing to adjust messaging and strategies based on real-world outcomes [1][3]. By integrating these insights into your broader ABM measurement framework, you can ensure a more cohesive and effective campaign approach.
4. Customer Lifetime Value (CLTV) and Retention Rate
Customer Lifetime Value (CLTV) is a key metric that estimates the total revenue an account generates throughout its relationship with your business. It's calculated by multiplying the Average Transaction Size, the Number of Transactions, and the Retention Period [16][6]. On the other hand, the retention rate measures the percentage of target accounts that remain active over a specific time frame. This metric serves as a strong indicator of customer satisfaction and account stability [7]. Together, these metrics highlight the importance of sustaining long-term revenue and building durable client relationships, which are crucial for strategic growth.
How this applies to financial institutions' ABM campaigns
Account-Based Marketing (ABM) isn’t just about landing new deals; it’s about nurturing and expanding existing relationships. This is particularly important for financial institutions, where long-term revenue plays a critical role. Tracking CLTV and retention rates provides a clearer picture of the return on investment (ROI) from ABM efforts. It’s worth noting that retaining an existing customer is far more cost-effective - around five times less expensive - than acquiring a new one [7].
For example, in 2024, Snowflake, a cloud data company, reported that ABM-engaged accounts had an 80% higher Average Contract Value compared to non-ABM accounts [9]. Financial institutions can adopt a similar approach by engaging multiple departments within a target account. This strategy not only strengthens relationships but also opens doors to cross-selling opportunities in areas like wealth management, corporate lending, or insurance products.
How to measure business impact and ROI
To evaluate the success of your ABM campaigns, compare average CLTV against Customer Acquisition Cost (CAC). This comparison helps determine whether your ABM investment is driving profitable, sustainable growth [16][15][6]. Segmenting CLTV into quartiles can also help identify the strategies that work best for high-value accounts [16]. Additionally, tracking Net Revenue Retention (NRR) at the account segment level (e.g., Tier 1 strategic accounts versus Tier 2) allows you to pinpoint which segments deliver the most consistent long-term returns [10].
Monitoring account health is another critical step. By analysing factors like product usage, support interactions, and engagement levels, you can predict retention rates and identify growth opportunities before contracts come up for renewal. This proactive approach can lead to a 25% increase in net revenue retention rates [10].
How this aligns with sales and marketing objectives
CLTV and retention metrics create a shared focus for sales, marketing, and customer success teams, shifting attention from short-term wins to long-term revenue growth [7][9]. As Jimit Mehta from ABMatic puts it:
"High retention and expansion rates indicate that your ABM strategy not only attracts but also sustains and grows key accounts" [1].
In financial services, where 94% of B2B buying decisions involve three or more stakeholders [7], aligning CLTV and retention metrics with acquisition costs is essential for demonstrating the deeper impact of ABM strategies. Sales and marketing teams should work together on customised growth plans for high-CLTV accounts to ensure ongoing value. Early warning signs, such as a drop in purchase frequency or average order value, can signal the need for targeted retention efforts [16].
How to use this data to improve campaigns
Start by calculating CLTV early in the account selection process using the formula: Customer Value × Average Customer Lifespan [8]. This helps you estimate the potential value of a target account. Set up CRM triggers to track key moments like contract renewals, and update stakeholder maps quarterly to stay informed about decision-maker changes. A smooth onboarding process is also critical, ensuring that new high-value accounts quickly understand how to benefit from your financial solutions [16][6][17].
To maintain engagement, use a mix of email, social media, and exclusive webinars to keep your brand top of mind. This approach ensures institutional clients remain interested and engaged well after the initial sale [6][17].
5. Return on Investment (ROI) and Revenue Attribution
Let’s dive into the final elements of measuring ABM success for financial institutions: Return on Investment (ROI) and Revenue Attribution. ROI evaluates the financial return from your ABM programme relative to its costs, using the formula: [14].
Meanwhile, revenue attribution pinpoints which marketing and sales efforts played a role in closing deals. This is especially important in financial services, where decisions often involve multiple stakeholders [7].
Application in Financial Institutions' ABM Campaigns
Financial institutions typically face long sales cycles, so it’s important to track both Pipeline ROI (future potential returns) and Closed Revenue ROI (immediate outcomes). This dual approach helps justify ongoing investments while also reflecting short-term gains [14]. Interestingly, 87% of B2B marketers say ABM delivers better ROI than other marketing strategies [18], with top-performing ABM programmes achieving returns as high as 7:1, compared to 3:1 for average efforts [10].
Attribution models are key to understanding which touchpoints carry the most weight. A W-Shaped model is particularly effective for tracking major milestones like first contact, lead creation, and opportunity creation. On the other hand, a Time Decay model works well for late-stage efforts, such as executive briefings or proposal submissions, as it prioritises recent interactions [14].
Measuring Business Impact and ROI
Start by calculating your total programme costs. This includes fixed expenses like salaries and marketing tools, as well as variable costs such as ad spend, content production, event fees, and influencer partnerships [14]. A clear understanding of these costs is essential for accurate ROI calculations.
To measure revenue impact, focus on metrics like Revenue Growth, Average Deal Size (ACV), and Customer Lifetime Value (CLV) [1][19]. Companies with mature ABM strategies are 70% more likely to see a significant revenue impact compared to those with less developed frameworks [10]. Monitoring Pipeline Velocity can also help you spot and resolve bottlenecks quickly [1][14].
Using a CRM system like Salesforce or HubSpot as a central hub for account activity and revenue data ensures reliable attribution and reporting [3]. These ROI insights, combined with earlier metrics, provide a well-rounded view of your ABM programme’s success.
Aligning Sales and Marketing Objectives
ROI and revenue attribution metrics can serve as a bridge between sales and marketing teams. As Carly Miller from Madison Logic explains:
"KPIs are a common language between marketing and sales teams, ensuring that both departments work towards the same objectives" [7].
This alignment is critical - companies with well-coordinated sales and marketing teams are 67% more effective at closing deals [6]. To measure this alignment, you can calculate an Alignment Score using the formula: [18].
It’s essential to establish shared KPIs before launching campaigns. Both teams need to agree on what qualifies as a Marketing Qualified Account (MQA) and how attribution credit will be assigned [9].
Using Data to Improve Campaigns
ROI data is not just a measure of success - it’s a tool for optimisation. Review your ABM metrics monthly or quarterly to identify trends and make adjustments before resources are wasted [3]. Attribution data can help you decide which content or channels deserve more budget. For example, if C-suite webinars consistently help close deals faster, you might want to create a custom attribution model that gives these interactions more weight [14][10].
It’s also important to differentiate between Sourced Revenue (generated directly by ABM efforts) and Influenced Revenue (where ABM supported an existing deal). This distinction helps you see the full impact of your programme [9]. Companies with strong measurement frameworks are 2.5 times more likely to meet their ABM goals [10], and reaching at least 70% of decision-makers in an account can boost win rates by 38% [10].
Comparison Table
ABM-targeted accounts consistently outperform traditional demand generation methods across key performance indicators (KPIs). Financial institutions using ABM have shown measurable advantages over those relying on broader, conventional strategies.
For instance, deal sizes grow by 15–30%, while win rates see an impressive 20–40% increase compared to baseline figures [20]. Additionally, pipeline velocity improves by 25–40%, and sales cycles are reduced by 40% - a significant efficiency boost [20].
When it comes to conversion rates, the difference is striking. Top-performing ABM programmes achieve account-to-meeting rates of 25–35%, compared to just 5–10% for traditional methods [10]. This stark contrast highlights the precision of ABM over more generalised approaches [17].
KPI | ABM-Targeted Accounts | Non-ABM / Traditional Accounts |
Win Rate | 20–40% higher than baseline [20] | Baseline |
Average Deal Size | 15–30% increase [20] | Baseline |
Pipeline Velocity | 25–40% faster [20] | Baseline |
Sales Cycle Length | 40% shorter [20] | Standard cycle (typically 6–18 months) [20] |
Account-to-Meeting Rate | 25–35% [10] | 5–10% [10] |
Typical ROI | 3:1 (Average) to 7:1 (Top-tier) [10] | Lower/Unpredictable |
Revenue Attribution | 73% of total revenue [20] | 27% or less |
The impact of ABM extends beyond these metrics. Revenue attribution data reveals that companies with robust ABM strategies attribute 73% of their total revenue to ABM efforts [20]. This dominance underscores the effectiveness of precision targeting. Additionally, ABM's focus on addressing multiple stakeholders - critical in 94% of B2B buying decisions [7] - makes it a highly relevant strategy in today’s complex sales environments.
Conclusion
These five ABM KPIs together paint a comprehensive picture of how well your account-based marketing efforts are performing. Metrics like deal size and account engagement help you understand if you're targeting the right accounts and grabbing their attention. Meanwhile, pipeline velocity and win rate shed light on how efficiently these engaged accounts convert into revenue. Finally, metrics such as customer lifetime value and ROI reveal whether your strategy holds up in the long run.
But the real magic happens when sales, marketing, and finance teams align around these metrics. When these departments work together, the results can be transformative - strategic alignment has been shown to generate 208% more revenue from marketing campaigns [6]. For instance, marketing can track how deeply accounts engage, sales can provide feedback on lead quality, and finance can validate revenue attribution. This collaboration creates a unified source of truth that removes the guesswork, ensuring everyone is working towards shared objectives, rather than chasing siloed, department-specific goals.
In industries like financial services, where long sales cycles and strict regulations are common, this cross-functional collaboration isn't just helpful - it’s essential. Experts repeatedly stress that successful ABM depends on organisational cohesion. It’s about linking high-level strategic goals with the day-to-day execution across all revenue teams.
Shifting from traditional lead-based metrics to account-focused ones requires a change in mindset. Instead of counting clicks or impressions, modern ABM prioritises movement and traction - tracking how accounts progress through the pipeline [4]. Financial services firms that define shared metrics, integrate dashboards, and hold regular alignment meetings between teams are better positioned to maximise the returns on their ABM initiatives.
One practical step? Introduce an Alignment Score and aim for a target above 85% [12]. Combine this with monthly KPI reviews to directly connect marketing activities to business outcomes. When done right, ABM transforms into a revenue-driving engine, delivering sustainable growth from your most valuable accounts.
FAQs
What are the key KPIs for measuring ABM success in financial institutions?
Account-based marketing (ABM) is all about focusing on high-value accounts with a tailored approach, so choosing the right KPIs is crucial to gauge its success. For financial institutions, some key metrics to watch include:
Account Engagement Score: Tracks how often key decision-makers engage with your content.
Account Penetration Rate: Measures the percentage of contacts reached within a target organisation.
Customer Lifetime Value (CLV) or Average Deal Size: These reveal the financial impact of your efforts.
Other valuable indicators include Pipeline Contribution, Revenue Influence, and Win Rate per Account. These metrics provide insights into how effectively you're converting accounts and their overall contribution to revenue.
To get the most out of ABM, start by setting a baseline for each KPI and aligning them with your revenue goals. For example, you might aim for a £5 million incremental pipeline per quarter. Leverage ABM analytics tools to monitor account-level activities, such as website visits or participation in events, and review the data regularly to fine-tune your campaigns.
If you're navigating the complexities of financial markets, Twenty One Twelve Marketing can assist in building these frameworks, analysing KPI data, and refining strategies to achieve better outcomes in highly regulated environments.
How can financial institutions boost customer lifetime value through ABM campaigns?
Boosting customer lifetime value (CLV) in account-based marketing (ABM) starts with treating each account like a long-term partnership. The first step? Make every interaction personal. From crafting tailored email subject lines to creating bespoke content, ensure your messaging speaks directly to the unique challenges each organisation faces. This kind of personal touch not only builds stronger connections but also opens the door to higher revenue opportunities.
Equally important is getting your sales and marketing teams on the same page. Align them around shared, account-specific goals and use data-driven insights to uncover opportunities for cross-selling or upselling within current accounts. When these teams work together seamlessly, your ability to expand relationships and boost CLV increases significantly.
Lastly, focus on consistent, high-quality interactions across multiple touchpoints. Keep an eye on account activity - like content downloads or event attendance - to spot moments where you can deliver extra value. By using CLV as a key metric, you can ensure resources are directed towards the most profitable accounts, fine-tuning your campaigns for long-term results.
At Twenty One Twelve Marketing, we specialise in helping financial institutions turn tough-to-reach audiences into enduring, high-value relationships through tried-and-tested ABM strategies.
How do pipeline velocity and win rate influence ABM success in financial services?
Pipeline velocity measures how quickly qualified opportunities move through the sales funnel. In financial services, this metric is particularly important for evaluating the success of Account-Based Marketing (ABM) efforts. A faster pipeline velocity suggests that account-specific campaigns are hitting the mark, delivering the right messages to decision-makers and speeding up the sales process. This, in turn, leads to quicker revenue generation. Even modest improvements in velocity can result in substantial financial returns, especially given the high-value nature of financial products.
Win rate, on the other hand, tracks the percentage of targeted accounts that convert from opportunity to closed-won deals. In the tightly regulated financial sector, a higher win rate indicates that your messaging, content, and collaboration between sales and marketing are striking a chord with your audience. When combined, strong pipeline velocity and an impressive win rate show that ABM strategies are not only generating measurable growth but also maximising ROI and paving the way for sustained business success.