Account-based Marketing Market by Offering (Platforms / Software, Services), Type (ABM Lite, Programmatic ABM, Strategic ABM), Use Case, Deployment, Organization Size, Verticals - Global Forecast 2025-2032
Description
The Account-based Marketing Market was valued at USD 1.51 billion in 2024 and is projected to grow to USD 1.67 billion in 2025, with a CAGR of 11.15%, reaching USD 3.52 billion by 2032.
A concise orientation to the evolution of ABM as a strategic revenue engine and the purpose of this executive summary for decision-makers
Account-based marketing (ABM) has transitioned from a tactical play to a strategic capability that shapes go-to-market models, revenue operations, and customer engagement design. This executive summary distills the most consequential developments shaping ABM today, synthesizing industry shifts, segmentation dynamics, regional nuances, and pragmatic guidance for leaders who must translate insight into measurable commercial advantage.
Across enterprises, ABM is no longer confined to a single campaign type or a narrow technology stack. Instead, it functions as an orchestration layer that integrates platforms, identity graphs, creative services, and analytics to deliver coordinated, account-centric journeys. The following sections provide a concise, evidence-based view of the forces altering vendor models, buyer expectations, and operational priorities, and they emphasize practical implications for procurement, integration, and talent strategies.
An urgent appraisal of technological, privacy, and ecosystem shifts that are redefining account-based marketing strategies and vendor differentiation
The ABM landscape is undergoing transformative shifts accelerated by technological maturation, evolving privacy norms, and new adoption patterns among revenue teams. Advances in artificial intelligence and machine learning have improved account scoring, intent modeling, and personalization at scale, enabling more predictive and adaptive campaign experiences. Concurrently, privacy regulation and deprecation of third-party identifiers have forced a reorientation toward first-party data strategies, stronger identity resolution, and reliance on firmographic and technographic signals coupled with contextual intent. As a result, teams are prioritizing authenticated data capture and consent-driven engagement to sustain targeting accuracy without compromising compliance.
In parallel, consolidation among technology providers and the rise of platform ecosystems are reshaping buyer choices. Organizations increasingly favor integrated stacks that reduce operational friction, simplify measurement, and lower TCO, while specialist vendors continue to thrive by delivering deep capabilities in identity, orchestration, or creative services. This duality has elevated integration architecture and vendor interoperability as strategic procurement criteria. Moreover, the role of services has expanded: managed services, strategy consulting, and creative capabilities are now core to successful ABM programs, not mere add-ons, because executional excellence remains the primary determinant of ROI. Together, these shifts are producing a hybrid landscape where platform capability, data governance, and human expertise converge to determine program effectiveness.
An evidence-based analysis of how 2025 tariff changes have materially altered procurement choices, operational resilience, and vendor sourcing strategies in ABM ecosystems
The policy environment and tariff changes in 2025 have introduced new commercial considerations for organizations that buy, deploy, and support ABM technology and services. Tariff-driven cost adjustments affect hardware-dependent elements of marketing stacks, import-sensitive infrastructure components, and cross-border procurement of specialized appliances. Buyers and vendors alike are responding by revisiting sourcing strategies, migrating toward cloud-native delivery where feasible, and renegotiating commercial terms to reflect changes in total cost of ownership. These adjustments are not limited to hardware: ancillary costs associated with compliance, localization, and contract administration have grown, prompting more conservative procurement cycles and closer scrutiny of multi-year agreements.
Consequently, some organizations are accelerating localization of vendor relationships and seeking regional implementation partners to minimize the impact of import duties and to ensure continuity in professional services. In other cases, buyers are prioritizing software-as-a-service models with clearly delineated support and upgrade pathways to avoid supply-chain exposure. For agencies and managed-service providers, tariffs have increased the emphasis on transparent pricing and capability bundling, encouraging fixed-price arrangements and outcome-based contracts. Overall, the tariff landscape has catalyzed a strategic shift: buyers are treating procurement as a resilience exercise, balancing cost efficiency with supplier diversification and operational continuity to protect campaign velocity and data integrity.
A disciplined exploration of multi-dimensional segmentation that reveals how offering, type, use case, deployment, organization size, and vertical choices drive ABM program design and vendor selection
Effective segmentation is foundational to designing ABM capabilities that align with customer needs and organizational resources. When markets are segmented by offering, distinctions emerge between Platforms / Software and Services. Within Platforms / Software, ABM Platforms operate alongside specialized Analytics & Attribution tools, Data & Intelligence systems, and Orchestration & Personalization engines. Data & Intelligence itself breaks down into firmographic and technographic data, identity resolution and account matching solutions, and intent data sources, each delivering distinct inputs that inform targeting and measurement. The Services category includes campaign creative and content development, managed services that operationalize programs, strategy consulting that shapes long-term roadmaps, and training and enablement functions that build internal proficiency.
When segmented by type, ABM Lite, Programmatic ABM, and Strategic ABM describe progressively deeper levels of investment and coordination, with differing implications for tooling, governance, and cross-functional alignment. Use-case segmentation frames priorities differently: customer marketing and advocacy demand retention-oriented orchestration, deal expansion and cross-sell focus on account journey mapping and sales enablement, event-driven programs require tight timing and activation capabilities, new account acquisition emphasizes predictive intent and ICP alignment, pipeline acceleration concentrates on velocity optimization, and retention and renewal hinge on satisfaction signals and renewal playbooks. Deployment choices between cloud-based and on-premise models reflect trade-offs among scalability, data residency, and control, while organization size-large enterprise versus small and medium enterprise-determines complexity thresholds and appetite for bespoke integrations. Finally, vertical segmentation across automotive and manufacturing, banking and financial services, construction and engineering, education, government and public sector, healthcare and life sciences, IT and telecommunications and media, and retail and eCommerce reveals sector-specific regulatory, buying-cycle, and go-to-market textures that materially influence solution selection and program design.
Taken together, these segmentation dimensions suggest that a one-size-fits-all approach is untenable. Instead, leaders should map capability investments to the intersection of type, use case, deployment preference, organizational scale, and vertical requirements, and adopt modular architectures that allow capabilities to be composable rather than monolithic. This orientation reduces waste, speeds time-to-value, and preserves flexibility as needs evolve.
A comparative regional analysis highlighting how Americas, EMEA, and Asia-Pacific diverge and converge on privacy, deployment, and go-to-market priorities for ABM
Regional dynamics exert a powerful influence on ABM strategy and vendor engagement models. In the Americas, the market emphasizes rapid adoption of cloud-native orchestration, advanced analytics, and deeply integrated sales-marketing workflows. Buyers in this region commonly prioritize measurable pipeline impact and sophisticated attribution, and they increasingly demand defined SLAs and outcome-linked commercial arrangements. Regulatory considerations remain important but are often managed through robust consent frameworks and enterprise-scale data governance deployments.
Europe, the Middle East & Africa present a different combination of drivers. Privacy regulation and data residency expectations tend to be more pronounced, influencing deployment choices and elevating the importance of localized data processing and on-premise options for sensitive workloads. Vendors and buyers operating here must devote more attention to compliance, multilingual content strategies, and culturally attuned creative. At the same time, pockets of innovation in major markets continue to push advanced identity and intent solutions into operational use.
In Asia-Pacific, heterogeneity defines the landscape. Rapid digital adoption coexists with wide variance in enterprise maturity, infrastructure readiness, and procurement cycles. Organizations in some markets leapfrog to programmatic ABM models and AI-assisted orchestration, while others adopt incremental approaches driven by resource constraints or regulatory nuances. Regional supply-chain dynamics and sourcing considerations also shape vendor selection, prompting greater reliance on local integrators and flexible delivery models. Across all regions, effective ABM programs balance global consistency with localized execution, ensuring core measurement frameworks remain comparable while creative and engagement models adapt to cultural and regulatory requirements.
An incisive review of vendor strategies showing how platform depth, specialist partnerships, and outcomes-based commercial models shape competitive advantage in ABM
Company-level dynamics in the ABM ecosystem are defined by a blend of platform capability, services proficiency, and partner networks. Market leaders distinguish themselves through investments in identity resolution, integrated analytics, and orchestration that simplifies cross-channel activation. At the same time, a vibrant specialist community delivers deep functionality in areas such as intent modeling, firmographic enrichment, or highly tailored creative production, and those specialists often form strategic alliances with broader platforms to deliver end-to-end solutions.
A recurring theme among successful providers is the shift toward outcomes-based commercial models that align vendor incentives with buyer objectives. This manifests in milestone-based engagements, performance guarantees, and bundled professional services that accelerate adoption. Additionally, successful companies invest in extensible APIs and developer ecosystems to enable rapid integrations with CRM, CDP, and engagement platforms. Talent and delivery capability are also major differentiators; firms that combine proprietary technology with robust managed-service capacity consistently achieve higher activation rates and customer satisfaction. For enterprise buyers, the practical implication is to evaluate vendors not only for product functionality but for the maturity of their partner ecosystems, professional services, and track record in delivering measurable business outcomes.
A prioritized and pragmatic playbook of strategic and operational actions leaders can implement now to build resilient, measurable, and scalable ABM capabilities
Industry leaders should adopt a pragmatic, phased approach to strengthening ABM capabilities that balances strategic investment with operational rigor. First, prioritize data foundations: consolidate identity and firmographic signals, formalize consent and governance processes, and ensure that intent sources and account-matching systems feed a single source of truth. This will reduce fragmentation and enable more reliable measurement across campaigns. Next, rationalize the technology stack with an emphasis on interoperability; adopt modular platforms that allow best-of-breed components to be swapped without disrupting orchestration or attribution.
Concurrently, embed services and skills development into procurement decisions. Allocate budget for managed-services or enablement engagements in the early phases to accelerate time-to-value, and establish cross-functional governance with clear KPIs tied to pipeline and account outcomes. To mitigate supply-chain and tariff risk, diversify vendor relationships and favor cloud-first delivery where appropriate, while maintaining regional partners for compliance and localization. Finally, implement continuous experimentation and learning loops: use iterative pilots to validate hypotheses, capture playbook-level learning, and scale successful approaches across accounts and geographies. Taken together, these actions will produce resilient, adaptable ABM programs capable of delivering sustained revenue impact.
A transparent explanation of the mixed-methods research approach, primary engagements, and triangulation techniques used to derive the report’s actionable insights
The findings in this summary originate from a mixed-methods research approach combining primary and secondary inquiry, qualitative interviews, and triangulation to validate thematic signals. Primary research included in-depth conversations with senior marketing and revenue operations leaders, heads of demand generation, and vendor executives to surface firsthand experiences with technology adoption, procurement dynamics, and program outcomes. These conversations were complemented by practitioner roundtables and structured interviews that explored operational practices and success factors across diverse industries and organization sizes.
Secondary research consisted of systematic reviews of public disclosures, vendor product literature, implementation case studies, and regulatory guidance to contextualize market behavior and compliance implications. Data was triangulated across sources to minimize bias and to corroborate patterns identified in interviews. In addition, segmentation mapping and regional analysis were used to ensure that insights reflect practical distinctions in deployment models, vertical requirements, and customer priorities. Limitations include variability in disclosure levels across organizations and the evolving nature of privacy regulation and tariff policy, both of which require continual monitoring to maintain relevance.
A strategic synthesis of core findings that underscores the imperative for aligned data, interoperable technology, and services-driven execution to scale ABM
In summary, account-based marketing stands at an inflection point where technology, data governance, and services must be deliberately aligned to convert capability into measurable revenue outcomes. The combination of AI-enabled analytics, privacy-driven data strategies, and platform-service convergence creates both opportunity and complexity for revenue teams. Organizations that focus on foundational data hygiene, vendor interoperability, and professional services adoption will be better positioned to scale ABM programs with confidence.
Looking ahead, resilience and adaptability will be defining attributes of high-performing ABM initiatives. Whether addressing tariff-driven procurement pressure, regional regulatory nuance, or rapid advances in orchestration capability, leaders who adopt modular architectures, diversify supplier relationships, and institutionalize learning loops will achieve faster time-to-value and more consistent pipeline impact. The recommendations and insights in this summary are intended to guide pragmatic decisions that balance ambition with operational discipline, enabling organizations to translate ABM strategy into repeatable commercial success.
Note: PDF & Excel + Online Access - 1 Year
A concise orientation to the evolution of ABM as a strategic revenue engine and the purpose of this executive summary for decision-makers
Account-based marketing (ABM) has transitioned from a tactical play to a strategic capability that shapes go-to-market models, revenue operations, and customer engagement design. This executive summary distills the most consequential developments shaping ABM today, synthesizing industry shifts, segmentation dynamics, regional nuances, and pragmatic guidance for leaders who must translate insight into measurable commercial advantage.
Across enterprises, ABM is no longer confined to a single campaign type or a narrow technology stack. Instead, it functions as an orchestration layer that integrates platforms, identity graphs, creative services, and analytics to deliver coordinated, account-centric journeys. The following sections provide a concise, evidence-based view of the forces altering vendor models, buyer expectations, and operational priorities, and they emphasize practical implications for procurement, integration, and talent strategies.
An urgent appraisal of technological, privacy, and ecosystem shifts that are redefining account-based marketing strategies and vendor differentiation
The ABM landscape is undergoing transformative shifts accelerated by technological maturation, evolving privacy norms, and new adoption patterns among revenue teams. Advances in artificial intelligence and machine learning have improved account scoring, intent modeling, and personalization at scale, enabling more predictive and adaptive campaign experiences. Concurrently, privacy regulation and deprecation of third-party identifiers have forced a reorientation toward first-party data strategies, stronger identity resolution, and reliance on firmographic and technographic signals coupled with contextual intent. As a result, teams are prioritizing authenticated data capture and consent-driven engagement to sustain targeting accuracy without compromising compliance.
In parallel, consolidation among technology providers and the rise of platform ecosystems are reshaping buyer choices. Organizations increasingly favor integrated stacks that reduce operational friction, simplify measurement, and lower TCO, while specialist vendors continue to thrive by delivering deep capabilities in identity, orchestration, or creative services. This duality has elevated integration architecture and vendor interoperability as strategic procurement criteria. Moreover, the role of services has expanded: managed services, strategy consulting, and creative capabilities are now core to successful ABM programs, not mere add-ons, because executional excellence remains the primary determinant of ROI. Together, these shifts are producing a hybrid landscape where platform capability, data governance, and human expertise converge to determine program effectiveness.
An evidence-based analysis of how 2025 tariff changes have materially altered procurement choices, operational resilience, and vendor sourcing strategies in ABM ecosystems
The policy environment and tariff changes in 2025 have introduced new commercial considerations for organizations that buy, deploy, and support ABM technology and services. Tariff-driven cost adjustments affect hardware-dependent elements of marketing stacks, import-sensitive infrastructure components, and cross-border procurement of specialized appliances. Buyers and vendors alike are responding by revisiting sourcing strategies, migrating toward cloud-native delivery where feasible, and renegotiating commercial terms to reflect changes in total cost of ownership. These adjustments are not limited to hardware: ancillary costs associated with compliance, localization, and contract administration have grown, prompting more conservative procurement cycles and closer scrutiny of multi-year agreements.
Consequently, some organizations are accelerating localization of vendor relationships and seeking regional implementation partners to minimize the impact of import duties and to ensure continuity in professional services. In other cases, buyers are prioritizing software-as-a-service models with clearly delineated support and upgrade pathways to avoid supply-chain exposure. For agencies and managed-service providers, tariffs have increased the emphasis on transparent pricing and capability bundling, encouraging fixed-price arrangements and outcome-based contracts. Overall, the tariff landscape has catalyzed a strategic shift: buyers are treating procurement as a resilience exercise, balancing cost efficiency with supplier diversification and operational continuity to protect campaign velocity and data integrity.
A disciplined exploration of multi-dimensional segmentation that reveals how offering, type, use case, deployment, organization size, and vertical choices drive ABM program design and vendor selection
Effective segmentation is foundational to designing ABM capabilities that align with customer needs and organizational resources. When markets are segmented by offering, distinctions emerge between Platforms / Software and Services. Within Platforms / Software, ABM Platforms operate alongside specialized Analytics & Attribution tools, Data & Intelligence systems, and Orchestration & Personalization engines. Data & Intelligence itself breaks down into firmographic and technographic data, identity resolution and account matching solutions, and intent data sources, each delivering distinct inputs that inform targeting and measurement. The Services category includes campaign creative and content development, managed services that operationalize programs, strategy consulting that shapes long-term roadmaps, and training and enablement functions that build internal proficiency.
When segmented by type, ABM Lite, Programmatic ABM, and Strategic ABM describe progressively deeper levels of investment and coordination, with differing implications for tooling, governance, and cross-functional alignment. Use-case segmentation frames priorities differently: customer marketing and advocacy demand retention-oriented orchestration, deal expansion and cross-sell focus on account journey mapping and sales enablement, event-driven programs require tight timing and activation capabilities, new account acquisition emphasizes predictive intent and ICP alignment, pipeline acceleration concentrates on velocity optimization, and retention and renewal hinge on satisfaction signals and renewal playbooks. Deployment choices between cloud-based and on-premise models reflect trade-offs among scalability, data residency, and control, while organization size-large enterprise versus small and medium enterprise-determines complexity thresholds and appetite for bespoke integrations. Finally, vertical segmentation across automotive and manufacturing, banking and financial services, construction and engineering, education, government and public sector, healthcare and life sciences, IT and telecommunications and media, and retail and eCommerce reveals sector-specific regulatory, buying-cycle, and go-to-market textures that materially influence solution selection and program design.
Taken together, these segmentation dimensions suggest that a one-size-fits-all approach is untenable. Instead, leaders should map capability investments to the intersection of type, use case, deployment preference, organizational scale, and vertical requirements, and adopt modular architectures that allow capabilities to be composable rather than monolithic. This orientation reduces waste, speeds time-to-value, and preserves flexibility as needs evolve.
A comparative regional analysis highlighting how Americas, EMEA, and Asia-Pacific diverge and converge on privacy, deployment, and go-to-market priorities for ABM
Regional dynamics exert a powerful influence on ABM strategy and vendor engagement models. In the Americas, the market emphasizes rapid adoption of cloud-native orchestration, advanced analytics, and deeply integrated sales-marketing workflows. Buyers in this region commonly prioritize measurable pipeline impact and sophisticated attribution, and they increasingly demand defined SLAs and outcome-linked commercial arrangements. Regulatory considerations remain important but are often managed through robust consent frameworks and enterprise-scale data governance deployments.
Europe, the Middle East & Africa present a different combination of drivers. Privacy regulation and data residency expectations tend to be more pronounced, influencing deployment choices and elevating the importance of localized data processing and on-premise options for sensitive workloads. Vendors and buyers operating here must devote more attention to compliance, multilingual content strategies, and culturally attuned creative. At the same time, pockets of innovation in major markets continue to push advanced identity and intent solutions into operational use.
In Asia-Pacific, heterogeneity defines the landscape. Rapid digital adoption coexists with wide variance in enterprise maturity, infrastructure readiness, and procurement cycles. Organizations in some markets leapfrog to programmatic ABM models and AI-assisted orchestration, while others adopt incremental approaches driven by resource constraints or regulatory nuances. Regional supply-chain dynamics and sourcing considerations also shape vendor selection, prompting greater reliance on local integrators and flexible delivery models. Across all regions, effective ABM programs balance global consistency with localized execution, ensuring core measurement frameworks remain comparable while creative and engagement models adapt to cultural and regulatory requirements.
An incisive review of vendor strategies showing how platform depth, specialist partnerships, and outcomes-based commercial models shape competitive advantage in ABM
Company-level dynamics in the ABM ecosystem are defined by a blend of platform capability, services proficiency, and partner networks. Market leaders distinguish themselves through investments in identity resolution, integrated analytics, and orchestration that simplifies cross-channel activation. At the same time, a vibrant specialist community delivers deep functionality in areas such as intent modeling, firmographic enrichment, or highly tailored creative production, and those specialists often form strategic alliances with broader platforms to deliver end-to-end solutions.
A recurring theme among successful providers is the shift toward outcomes-based commercial models that align vendor incentives with buyer objectives. This manifests in milestone-based engagements, performance guarantees, and bundled professional services that accelerate adoption. Additionally, successful companies invest in extensible APIs and developer ecosystems to enable rapid integrations with CRM, CDP, and engagement platforms. Talent and delivery capability are also major differentiators; firms that combine proprietary technology with robust managed-service capacity consistently achieve higher activation rates and customer satisfaction. For enterprise buyers, the practical implication is to evaluate vendors not only for product functionality but for the maturity of their partner ecosystems, professional services, and track record in delivering measurable business outcomes.
A prioritized and pragmatic playbook of strategic and operational actions leaders can implement now to build resilient, measurable, and scalable ABM capabilities
Industry leaders should adopt a pragmatic, phased approach to strengthening ABM capabilities that balances strategic investment with operational rigor. First, prioritize data foundations: consolidate identity and firmographic signals, formalize consent and governance processes, and ensure that intent sources and account-matching systems feed a single source of truth. This will reduce fragmentation and enable more reliable measurement across campaigns. Next, rationalize the technology stack with an emphasis on interoperability; adopt modular platforms that allow best-of-breed components to be swapped without disrupting orchestration or attribution.
Concurrently, embed services and skills development into procurement decisions. Allocate budget for managed-services or enablement engagements in the early phases to accelerate time-to-value, and establish cross-functional governance with clear KPIs tied to pipeline and account outcomes. To mitigate supply-chain and tariff risk, diversify vendor relationships and favor cloud-first delivery where appropriate, while maintaining regional partners for compliance and localization. Finally, implement continuous experimentation and learning loops: use iterative pilots to validate hypotheses, capture playbook-level learning, and scale successful approaches across accounts and geographies. Taken together, these actions will produce resilient, adaptable ABM programs capable of delivering sustained revenue impact.
A transparent explanation of the mixed-methods research approach, primary engagements, and triangulation techniques used to derive the report’s actionable insights
The findings in this summary originate from a mixed-methods research approach combining primary and secondary inquiry, qualitative interviews, and triangulation to validate thematic signals. Primary research included in-depth conversations with senior marketing and revenue operations leaders, heads of demand generation, and vendor executives to surface firsthand experiences with technology adoption, procurement dynamics, and program outcomes. These conversations were complemented by practitioner roundtables and structured interviews that explored operational practices and success factors across diverse industries and organization sizes.
Secondary research consisted of systematic reviews of public disclosures, vendor product literature, implementation case studies, and regulatory guidance to contextualize market behavior and compliance implications. Data was triangulated across sources to minimize bias and to corroborate patterns identified in interviews. In addition, segmentation mapping and regional analysis were used to ensure that insights reflect practical distinctions in deployment models, vertical requirements, and customer priorities. Limitations include variability in disclosure levels across organizations and the evolving nature of privacy regulation and tariff policy, both of which require continual monitoring to maintain relevance.
A strategic synthesis of core findings that underscores the imperative for aligned data, interoperable technology, and services-driven execution to scale ABM
In summary, account-based marketing stands at an inflection point where technology, data governance, and services must be deliberately aligned to convert capability into measurable revenue outcomes. The combination of AI-enabled analytics, privacy-driven data strategies, and platform-service convergence creates both opportunity and complexity for revenue teams. Organizations that focus on foundational data hygiene, vendor interoperability, and professional services adoption will be better positioned to scale ABM programs with confidence.
Looking ahead, resilience and adaptability will be defining attributes of high-performing ABM initiatives. Whether addressing tariff-driven procurement pressure, regional regulatory nuance, or rapid advances in orchestration capability, leaders who adopt modular architectures, diversify supplier relationships, and institutionalize learning loops will achieve faster time-to-value and more consistent pipeline impact. The recommendations and insights in this summary are intended to guide pragmatic decisions that balance ambition with operational discipline, enabling organizations to translate ABM strategy into repeatable commercial success.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
198 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Increased integration of ABM platforms with CRM and marketing automation systems for efficiency
- 5.2. Adoption of artificial intelligence to enhance account targeting and predictive analytics accuracy
- 5.3. Shift from lead-based metrics to revenue-based performance measurement in ABM strategies
- 5.4. Growing focus on personalization across multiple channels for high-value account engagement
- 5.5. Rise of intent data usage to prioritize accounts showing real-time buying signals
- 5.6. Expansion of ABM adoption among mid-sized businesses seeking scalable enterprise strategies
- 5.7. Convergence of sales and marketing teams for unified account-based revenue operations
- 5.8. Use of ABM for customer retention and expansion, not just new account acquisition
- 5.9. Increased investment in ABM tools to support hybrid and remote enterprise selling models
- 5.10. Growing importance of data privacy compliance in global ABM campaign execution strategies
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Account-based Marketing Market, by Offering
- 8.1. Platforms / Software
- 8.1.1. ABM Platforms
- 8.1.2. Analytics & Attribution
- 8.1.3. Data & Intelligence
- 8.1.3.1. Firmographic & Technographic Data
- 8.1.3.2. Identity Resolution & Account Matching
- 8.1.3.3. Intent Data
- 8.1.4. Orchestration & Personalization
- 8.2. Services
- 8.2.1. Campaign Creative & Content
- 8.2.2. Managed Services
- 8.2.3. Strategy Consulting
- 8.2.4. Training & Enablement
- 9. Account-based Marketing Market, by Type
- 9.1. ABM Lite
- 9.2. Programmatic ABM
- 9.3. Strategic ABM
- 10. Account-based Marketing Market, by Use Case
- 10.1. Customer Marketing & Advocacy
- 10.2. Deal Expansion & Cross-Sell
- 10.3. Event-Driven Programs
- 10.4. New Account Acquisition
- 10.5. Pipeline Acceleration
- 10.6. Retention & Renewal
- 11. Account-based Marketing Market, by Deployment
- 11.1. Cloud-Based
- 11.2. On-Premise
- 12. Account-based Marketing Market, by Organization Size
- 12.1. Large Enterprise
- 12.2. Small & Medium Enterprise
- 13. Account-based Marketing Market, by Verticals
- 13.1. Automotive & Manufacturing
- 13.2. Banking, Financial Services & Insurance
- 13.3. Construction & Engineering
- 13.4. Education
- 13.5. Government & Public Sector
- 13.6. Healthcare & Lifescience
- 13.7. IT & Telecommunication & Media
- 13.8. Retail & eCommerce
- 14. Account-based Marketing Market, by Region
- 14.1. Americas
- 14.1.1. North America
- 14.1.2. Latin America
- 14.2. Europe, Middle East & Africa
- 14.2.1. Europe
- 14.2.2. Middle East
- 14.2.3. Africa
- 14.3. Asia-Pacific
- 15. Account-based Marketing Market, by Group
- 15.1. ASEAN
- 15.2. GCC
- 15.3. European Union
- 15.4. BRICS
- 15.5. G7
- 15.6. NATO
- 16. Account-based Marketing Market, by Country
- 16.1. United States
- 16.2. Canada
- 16.3. Mexico
- 16.4. Brazil
- 16.5. United Kingdom
- 16.6. Germany
- 16.7. France
- 16.8. Russia
- 16.9. Italy
- 16.10. Spain
- 16.11. China
- 16.12. India
- 16.13. Japan
- 16.14. Australia
- 16.15. South Korea
- 17. Competitive Landscape
- 17.1. Market Share Analysis, 2024
- 17.2. FPNV Positioning Matrix, 2024
- 17.3. Competitive Analysis
- 17.3.1. Demandbase, Inc.
- 17.3.2. 6sense Insights, Inc.
- 17.3.3. Act-On Software, Inc.
- 17.3.4. AdDaptive Intelligence, Inc.
- 17.3.5. Albacross Nordic AB
- 17.3.6. Cremarc Limited
- 17.3.7. Dealfront Group GmbH
- 17.3.8. DemandScience US, LLC
- 17.3.9. Evergage by Salesforce, Inc.
- 17.3.10. Flyp Technologies Inc.
- 17.3.11. Folloze, Inc.
- 17.3.12. Gripped Ltd
- 17.3.13. HubSpot, Inc.
- 17.3.14. IDG Communications, Inc.
- 17.3.15. Ignitium LLC
- 17.3.16. Integrate.com, Inc.
- 17.3.17. Kwanzoo, Inc.
- 17.3.18. Madison Logic, Inc.
- 17.3.19. Marketo by Adobe Inc.
- 17.3.20. Metadata.io
- 17.3.21. Momentum ITSMA
- 17.3.22. NextRoll, Inc.
- 17.3.23. Postal.io, Inc.
- 17.3.24. Reachdesk Ltd
- 17.3.25. Stifel Marcin LLC
- 17.3.26. WPP LLC
- 17.3.27. ZoomInfo Technologies LLC
- 17.3.28. Digital Radish by Selbey Anderson Group
- 17.3.29. Datamatics Business Solutions Inc.
- 17.3.30. The ABM Agency
- 17.3.31. Beacon by Yes & Holdings, LLC
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