The AWX Approach
B2B deserves a different approach
According to the B2B Nations Series: United Kingdom report (B2B Nations Institute, published by Propolis, August 2026), B2B accounts for around 48% of UK economic output. Yet B2B growth is fundamentally different from consumer marketing. Buying cycles run longer, decisions involve multiple stakeholders, commercial complexity is greater, and credibility, relationships and trust carry far more weight.
New to ABM? Start with the guide: What is account-based marketing?
Why focus matters
Effective ABM starts with the right questions
That is why AWX Marketing starts with focus. Seven questions in particular, answered in the right order, because each answer shapes the one that follows.
The AWX Method uses these questions to help organisations move from broad ambition to focused, commercially useful action.
The AWX method
Seven questions, answered in order
Each answer shapes the one that follows, so the order matters as much as the questions themselves.
Q1: Where should we focus our efforts?
Not every account, sector or opportunity offers the same potential for growth. The challenge is identifying where focused effort will have the greatest impact.
Focus is one of the hardest decisions in B2B growth because it often means choosing where not to invest. It starts with understanding the wider market, not just what's already in the CRM, and ends with a clear decision about where time, budget and resources should be focused first.
- Understanding the wider market opportunity
- Identifying what your best customers have in common
- Grouping accounts with similar characteristics and challenges
- Agreeing priorities, capacity and a practical route forward
Q2: How will we work together to achieve our goals?
The best results come when sales, marketing, operations and leadership teams are aligned behind common goals.
Successful ABM programmes are built on shared ownership. Growth rarely happens within a single team. It happens when sales, marketing, operations and senior leaders agree what success looks like, where to focus effort, and how they will work together to achieve it.
- Sales and marketing involved from the outset
- Shared priorities and measures of success
- A small, committed project team
- Regular reviews, learning and shared wins
Q3: What do we really know about the accounts we want to prioritise?
The better you understand your accounts, their priorities and how they make decisions, the easier it becomes to build trust, credibility and relevance.
Having data on your accounts isn't enough. It needs to become insight before it can shape a compelling value proposition. That means understanding the wider market, the individual accounts within it, and the stakeholders involved in making buying decisions.
- Market trends, drivers and opportunities
- Deep dives into priority accounts
- Stakeholders, decision-makers and influencers
- Insights drawn from multiple sources
Q4: How do we create a strategy and value proposition that drives growth?
The strongest strategies are built on account insight and a clear value proposition that gives buyers confidence in choosing you.
By this stage, you've already identified where to focus and developed a deeper understanding of your priority accounts. The next step is deciding how to create value for them. The most effective strategies focus on the outcomes accounts care about most and translate those into a clear, relevant and compelling narrative.
- Identifying where you can create the greatest value
- Leading with outcomes, not services
- Developing a value proposition and messaging framework
- Tailoring messages for sectors, sub-sectors and stakeholders
Q5: How will we make it happen?
From strategy to a coordinated programme of activity that turns plans into action.
The best programmes don't rely on isolated campaigns. They bring together sales, marketing and business activity around shared priorities, building credibility and relationships through a consistent, long-term approach.
- Activation plan and sequencing
- Content and campaign requirements
- Roles, responsibilities and timelines
- Realistic resourcing and delivery
Q6: How will we engage effectively?
Successful engagement creates value for priority accounts while helping internal teams communicate, collaborate and engage consistently.
This is where strategy becomes visible. Priority accounts should experience consistent messaging and value whether they are engaging with content, attending events, reading a proposal or speaking with your sales team. At the same time, internal teams need the tools, resources and guidance to deliver that experience consistently.
- A practical sales enablement toolkit
- Consistent messaging across key touchpoints
- Content and engagement opportunities that build credibility and relationships
- Coordinated internal and external activity
Q7: What have we learned?
The best programmes never stand still. They measure progress, learn from experience and adapt as accounts, relationships and priorities evolve.
Success in strategic accounts often appears long before revenue is realised. Early indicators may include engagement with new stakeholders, broader access across an account, stronger advocacy from existing contacts or increased involvement in commercial conversations. Reviewing these signals alongside commercial measures helps organisations understand what's working, where to focus next and what needs to change.
- Engagement and relationship measures
- Pipeline and commercial progress
- Lessons learned and opportunities identified
- Priorities and refinements for the next phase
Typical outcomes
What organisations can expect
Working through the seven questions creates the foundations for practical strategic ABM. While every organisation is different, common outcomes include:
- Clearer market and account priorities
- Better alignment across sales, marketing and leadership
- Stronger account insight and stakeholder understanding
- More compelling value propositions and messaging
- A practical sales enablement toolkit
- More effective engagement within priority accounts
- A structured roadmap for delivery and growth
- Continuous learning and refinement
Practical, not theoretical
Shaped by real-world experience
The AWX approach has been developed through years of working inside complex B2B organisations, alongside large sales teams and strategic accounts, rather than from ABM theory alone.
Built on experience gained across strategic accounts, complex buying environments and long-term growth programmes, it focuses on practical action that stands up to scrutiny from both sales teams and senior leaders.
Built on experience at
