In a recent discussion, Shimon Ben Ayoun, co-founder of SPOTONVISION, spoke with Lisa Ocharo, ABM Manager at Merck Group, about one of the most persistent barriers to ABM success: internal commercial engagement. Their conversation focused on why alignment often stalls and what senior marketers can do to secure meaningful participation from sales teams.
Alignment is not agreement. It is action
Many ABM leaders assume lack of support is the problem when programmes fail to gain traction. Lisa Ocharo argues the issue is more subtle. Commercial teams may not actively oppose ABM. Instead, they remain passive.
As she explains, commercial teams can be “either neutral… and in worst-case scenarios, you don’t absolutely have any buy-in.”
Neutrality is dangerous because it produces silence rather than resistance. Reports are shared, insights delivered, but no action follows. In practice, success depends less on verbal approval and more on whether sales teams act on ABM insight.
Genuine buy-in is measurable
Ocharo defines real buy-in as observable behaviour rather than sentiment. In her words:
“There’s a give and take.”
She describes a loop in which:
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ABM shares insights, data and recommendations
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Commercial teams provide feedback
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Both sides commit to “follow-up and follow-through.”
Without that loop, programmes become one-directional reporting exercises rather than revenue engines.
Speak the language of revenue, not marketing
Commercial stakeholders have varied roles, from account managers to bid specialists. Yet their objective is consistent: pipeline and revenue growth.
Misalignment often arises when ABM teams communicate in marketing terminology rather than operational sales language. Sellers do not necessarily want dashboards. They want clarity.
“Someone sitting on the commercial side… might just need to know what’s next. What they need to do, what’s in it for them.”
Translating insight into explicit next steps is therefore a core ABM capability, not an optional refinement.
Treat Sales as a strategic account
Ocharo recommends applying external ABM discipline internally:
“Treat the commercial organization… as you would treat an account in the ABM program that you’re running.”
That means mapping stakeholders, understanding motivations, identifying blockers and defining clear value. It also means explaining the ABM journey end-to-end, particularly where misconceptions exist.
Her approach starts with the seller’s next action, then works backwards to the signals, messaging and tactics that support it. This reverses the common marketing-first reporting model.
Credibility requires evidence
Trust between marketing and commercial teams is built on proof. Ocharo notes that when recommendations lack data-backed reasoning, engagement quickly drops. She has seen direct links between weak evidence and reduced follow-up from sales teams.
Conversely, in organisations where leadership support is strong, endorsement “trickles down,” allowing ABM teams to focus on maintaining cadence and relevance.
She also emphasises that trusted advisor status sometimes requires pushing back. For example, she describes situations where teams requested late-stage tactics for accounts that “weren’t ready for that level of engagement,” requiring ABM to guide them through earlier funnel stages.
Key takeaways for senior B2B leaders
- Define buy-in through behaviour such as feedback and follow-through, not verbal agreement.
- Diagnose whether you face neutrality or resistance and tailor your response.
- Build an internal stakeholder map of the commercial function as if it were a strategic account.
- Translate every insight into clear next steps with owners and timing.
- Use simple frameworks such as RACI to operationalise alignment.
- Support recommendations with evidence and interpretation, not dashboards alone.
Don’t miss Lisa Ocharo live in Amsterdam
Lisa Ocharo of Merck Group will lead a practical session for senior B2B leaders on securing genuine commercial buy-in for ABM. The workshop will show how to engage sales teams effectively, translate insights into actionable next steps, and create a repeatable framework that drives alignment and measurable follow-through.
European ABM Forum
Amsterdam
26 March 2026