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Most B2B teams don’t fail for lack of effort. They publish thought leadership, launch campaigns, and chase every form fill that hits the inbox. Dashboards stay busy, but the few high-value accounts that could actually change the business still feel just out of reach.

Account-based marketing puts control back in marketers’ hands. By shifting focus from “more leads” to “better accounts,” teams concentrate on the companies and decision-makers that matter most — and stop wasting energy on those that don’t. 

Arnaud Desprez, CEO and Founder of HexaGroup, sat down with Prajwal Gadtaula on the Hex-Files Energy Marketing Podcast to explore the disconnect between what is and isn’t working in B2B marketing — and how account-based marketing offers an intuitive solution. 

Prajwal is the Founder and Managing Partner of Business Brains, a Member of the Investment Committee at Alpha Plus Ventures Limited, Chairperson of the Board at Impact Hub Kathmandu, and a Member of the Board of Advisors at Chakraviu Nepal.

He’s also no stranger to account-based marketing that actually works. Let’s explore how Prajwal defines a strong ABM campaign, how to measure progress, and where teams most often XXX. 

Have an hour to spare? Listen to the full episode now. 

"ABM has always been a way of doing things."

The best sales teams have practiced account-based marketing’s core logic for years: if a small number of accounts drive a large share of your revenue, they should get a different level of focus.

The idea is simple: focus beats noise.

Tools can help with data, tracking, and personalized outreach — but the real engine of ABM is still human judgment. You decide which accounts matter. You commit to understanding them. You shape your message and motions around their world.

A solid ABM approach typically includes:

  • Picking accounts with real revenue and strategic potential 
  • Studying each one with care (structure, leadership, initiatives, pressure)
  • Creating messages that reflect their reality (language, examples, and proof) specific, not generic.
  • Using tools to streamline a personal relationship 

This mindset shifts you from passively waiting for whoever shows up in your funnel to actively pursuing the accounts that can transform your business. It feels direct and simple because at its core, it is.

"It’s more culture and strategy than a single tactic."

ABM fails fastest when it’s treated as a campaign or a feature in a martech stack. When does it really turn into leads and make a measurable difference in revenue? When it's integrated into the whole of how a company operates.

Simply put, ABM strategy can't just exist in a slide deck — it has to be understood as a go-to-market tool with shared ownership. When sales and marketing sit on the same side and aim at the same list of accounts, results come faster and cleaner. 

Questions to ask yourself to ensure your ABM campaign is aligned:

  • Do sales and marketing still run separate plays, or are we genuinely aligned around the same target account list?
  • Does leadership see ABM as a long-term go-to-market approach, or as a 90-day experiment we’re “trying out”?
  • Are teams measured on what we achieve together at the account level, or is every channel still fighting for individual credit?
  • Do we have clear, agreed-upon account lists — and can everyone explain why those accounts matter?
  • Do executives actively protect focus and say “no” to distractions that pull us away from these accounts?
  • Have we set realistic timelines, knowing complex enterprise deals won’t flip just because we launched a new campaign?

You can’t rush the ABM process because trust is build slowly inside the team and each account. But the results pay dividends. 

"You move away from spray and pray."

“Spray and pray” describes a lot of traditional outbound: blast a broad list, push the same message to everyone, and hope something sticks. It burns budget and erodes credibility.

ABM takes the opposite approach. You narrow the field and deepen the work.

Instead of trying to hit everyone, you:

  • Commit to a defined group of accounts that truly matter.
  • Spend time understanding how those organizations think and buy.
  • Work over months, not days, with a sequence of thoughtful, relevant touches.

Progress indicators change, too. You stop obsessing over vanity metrics and start looking for more meaningful signs like:

  • More contact with key stakeholders (not just more “leads).
  • Deeper engagement from target accounts (time spent, replies, meetings accepted).
  • Clearer insight into the account’s needs, politics, and timing.
  • Signals of trust (stakeholders ask for your perspective, not just your pricing).

ABM gives structure and direction to long sales cycles. You’re not hoping an RFP magically appears; you’re building the path that brings you closer to the opportunity, step by step.

"ABM needs deep understanding, not just targeted marketing."

Traditional business development stays broad. You share a few case studies and wait. ABM does the opposite. You learn one account at a time. 

You study the CEO’s priorities. You look at how the company measures success. You see what each leader cares about in the next few years. Then you shape your message to match their path.

ABM works when you:

  • Learn each account’s short-term and long-term goals
  • Map the decision makers and how they thin
  • Adjust your message based on real needs
  • Change your tone from account to account

You’re not selling features. You’re showing a path from where they stand to where they want to go. That’s the kind of clarity that moves deals in long and complex cycles.

"The biggest pitfall is thinking tools will do the work."

Many teams rush into ABM tools. They see intent signals and assume the account wants to buy. They send automated emails. They expect quick results. Then nothing moves. They lose trust in ABM. 

But the issue isn’t the method. It’s the missing human layer. Tools give data, but they don’t give meaning. You still need real thinking.

Common pitfalls include:

  • Treating ABM like broad targeting
  • Skipping research
  • Relying too much on automation
  • Using the same story for all accounts

Real ABM needs context. You must read the signals, not just collect them. You must shape messages with care. That’s what sets ABM apart.

"Small teams can win if they stay focused."

Many energy and industrial companies run lean marketing teams and assume ABM is out of reach. In reality, small teams can be some of the most effective ABM operators — if they narrow their scope and make deliberate choices.

You don’t need a huge department. You need clarity and focus.

A simple, realistic path for small teams often includes:

  • Choosing partners who understand your industry
  • Aligning early on the right personas and buying centers.
  • Doing the homework first
  • Setting clear success metrics

Success can show up in different ways:

  • Net-new revenue from a handful of strategic accounts
  • Stronger relationships with key decision-makers
  • A meaningful foothold in a new division, region, or market segment
When you know what success looks like for your team and your stage of growth, your ABM plan stays grounded, and even a small group can punch well above its weight.

Explore more ideas and practical advice to evolve your ABM approach. 

Catch the full conversation with Prajwal Gadtaula on The HEX-Files, HexaGroup’s energy marketing podcast for leaders who want real results.

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