Marmon Retail Solutions: When Two Brands Needed One Game Plan

Client: Marmon Retail Solutions
Industry: Retail operations, store environments, and brand implementation
ICP Fit: Large US petro, C-store, QSR, and enterprise retail brands 
Challenge: MRT had strong Sales relationships, and the team was producing solid content. The issue was that Marketing execution felt scattered. With two brands (SOS and BRRF) going after many of the same accounts, they needed a real ABM game plan to get Sales and Marketing pulling in the same direction.
Solution: Scrappy ABM brought structure using our 4D Framework + Account Progression Model. We built a unified ABM foundation, prioritized the shared Target Account List (TAL), and helped Marmon run coordinated plays across both brands without stepping on each other.
Impact:

• 42 target accounts consolidated into a unified progression view
• 19 engaged accounts in one month (115 active contacts)
• 26% email open rate (beating the 10-20% benchmark)
• Clear engagement lift across top-tier accounts, creating early internal buy-in
• Successful mid-engagement pivot and expansion to support the Big Red Rooster Flow brand specifically

The Challenge:

Strong Sales Relationships, But Marketing Wasn’t Built to Scale

Marmon Retail Solutions wasn’t starting from zero.

Across Store Opening Solutions (SOS) and Big Red Rooster Flow (BRRF), the team had strong Sales relationships and solid creative work. They knew how to win business once conversations started.

The real problem was getting consistently in front of the right enterprise accounts, and doing it in a way that could scale.

This is exactly why the team leaned in. Kaitlyn, Marketing Manager at Marmon and our main point of contact, had already gone deep on Scrappy ABM content (we’re talking every podcast episode deep), and the team was referred over by the crew at Air Traffic Control. By the time we talked, they didn’t need convincing, but execution help and bandwidth.

Here’s where things were getting sticky:

• No formalized ABM motion: Pieces of account-based activity existed, but nothing structured enough to scale across two brands and a shared TAL.
• Random acts of Marketing: Content and outreach were happening, but distribution wasn’t tied to clear account priorities.
• Two brands, one buying committee: SOS and BRRF were often pursuing the same large retailers, which made coordination…fun.
• Targeting and data hygiene gaps: Contact-to-account accuracy and list cleanliness needed attention, creating uncertainty about who to activate and when.
• Bandwidth constraints: The team had big growth goals but not the internal capacity to build and run a mature ABM motion.
• Need for enterprise focus: Leadership wanted to get inside massive retail brands through better multi-threading and prioritization.

One thing became very clear in the process: Aligning on direction before implementing tactics can’t be overstated.

Marmon needed a repeatable ABM system that could align Sales and Marketing, focus effort on the right accounts, and scale across both brands without creating more operational chaos.

The Solution

One Framework to Get Everyone Rowing In the Same Direction

When we came in, we didn’t tell Marmon to immediately spin up more campaigns.

We told them to build the system first.

Marmon had the hard parts in place—strong relationships, solid creative, and a team that knew their customers. What they needed was structure. Specifically, a way to replace random acts of Marketing with coordinated, account-focused execution across both brands.

Using our 4D Framework (Data, Distribution, Destination, Direction) and Account Progression Model, we built a unified ABM foundation designed for their situation: two brands, one shared TAL, and a team that didn’t have unlimited bandwidth.

Here’s what changed.

Data:

We started with a diagnostic to get the data house in order across SOS and BRRF. This work:

• Built and tiered a shared TAL
• Consolidated 42 priority accounts into a single progression view
• Improved contact-to-account accuracy
• Established clearer buying committee visibility

Result: Both brands had a targeting foundation they could trust.

Distribution:

Next, we helped Marmon swap scattered outreach for a coordinated Sales and Marketing motion. This included:

• Sequenced messaging aligned to account tiers
• Sales enablement support to activate the right accounts at the right time
• Repurposing existing content instead of creating net-new noise
• Strategic and operational support to reduce bandwidth strain

This was the turning point from random acts of Marketing → intentional account-based plays.

Destination:

SOS and BRRF serve different parts of the retail ecosystem, but they chase the same big accounts. So we built a framework that let both teams pursue those accounts without stepping on each other’s toes.

That made it easier to:

• Multi-thread into large retail organizations
• Double down where Sales traction already existed
• Support Marmon’s goal of getting stickier inside key accounts

Direction:

Finally, we implemented a structured Account Progression Model so Marmon could see what was working. This created:

• A unified engagement view across both brands
• Clear signals showing which accounts were warming up
• A path to mature from 1:many → more targeted 1:1 ABM over time

And when a key Sales rep exited mid-engagement? The system held and the team kept generating engagement without missing a beat.

Beyond Campaigns: ABM Maturity in Motion

As the dust settled, Marmon gained more than just better email metrics.

They gained:

• A repeatable ABM operating system
• Stronger Sales and Marketing alignment
• Clearer prioritization across massive retail brands
• The confidence to expand the work and re-engage Scrappy ABM for additional framework support

Marmon now has a scalable path to winning and expanding inside the accounts that matter most.

The Lasting Impact:

Kinda Sorta ABM → a Scalable ABM System

Today, Marmon Retail Solutions has something they didn’t have before: A real ABM system that works across both SOS and BRRF.

What started as a need for structure has turned into a much more aligned, repeatable go-to-market motion.

Before Scrappy ABM:

• Account-based efforts existed, but weren’t formalized
• Sales and Marketing activity felt fragmented
• Two brands were chasing the same accounts without a shared game plan
• Targeting and contact-to-account hygiene created execution friction
• Limited visibility into which accounts were engaging
• Big growth goals, but not enough bandwidth to operationalize them

After Scrappy ABM:

• A defined ABM Program Framework spanning SOS and BRRF
• A shared, tiered TAL guiding where to focus
• A unified progression view across 42 priority accounts
• Stage-based plays the team can repeat (and improve)
• Stronger Sales and Marketing alignment around the right accounts
• Clear engagement signals guiding the shift from 1:many → more targeted 1:1 ABM
• A program sturdy enough to adapt through mid-engagement changes

Just as important, Scrappy ABM became more than a campaign partner. Marmon gained a strategic partner who could help them bring structure to their ABM motion, sharpen their enterprise focus, and build a foundation they can keep scaling.