This episode pulls a question-and-answer block from Scrappy ABM's ABM in a Day workshop, the recurring session Mason Cosby runs every four to six weeks. Mason takes the questions that have surfaced most often across past workshops and answers them in one sitting, drawing on the patterns he sees show up across operators in the room.
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The questions cover what most ABM teams hit in their first six months. When you should and shouldn't run ABM. What the LTGP-to-CAC ratio means for software companies. How to pick the next vertical without burning the program. What to do when leadership asks for accounts that don't match the data. How to hit LinkedIn's 300 matched-contact floor when your account list is small.
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If you've sat in front of a half-built target account list with a CEO breathing down your neck for logos, this episode is the answers, in order.
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📌 What We Cover
Why ABM doesn't work for most B2B startups without closed deals, and the one TAM exception that proves the rule
How Scrappy ABM waited eighteen months to define its own ICP before launching its own ABM program
The 10-to-1 LTGP-to-CAC target for software, with the math on a $20K acquisition cost against a $200K first-year contract
The Remodel Health story of vertical expansion: churches to Christian schools to volunteer organizations to health networks
How to handle CEO logo wishlists that don't match the data, with the "ask behind the ask" and shiny object syndrome
Why 300 matched contacts on LinkedIn is easier to hit than most teams think once you map the full decision committee
Average B2B decision committee size of 8 to 14 people, plus 20 to 30 with extended influencers
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