Ten Slides in Ten Minutes - Mature Account Development Planning

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A few thoughts on the contents of an Account Development Plan for a mature sales organisation

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Ten Slides in Ten Minutes - Mature Account Development Planning

  1. 1. SS Ten Slides in Ten Minutes: Mature Account Development Planning [Capturing the Hearts and Minds of Prospects & Clients] Presented by: Bill Graham APM.APMP bill.graham@sales-synthesis.co.za November, 2013
  2. 2. Contents: a. Industry Trends b. Impact on Client & Response i. ii. iii. Impact on Client Client challenges Impact to organisation c. Business Solutions e. Roadmap [Action Plan] i. ii. Gantt Chart Strategic Staircase < The Actual Development Plan> f. Background Information: i. ii. iii. iv. v. • Account Analysis Client’s Eco-System Client’s Competitors Client’s Organogram Organisation’s position with the Account RIP: Relationship Intellectual Property with the organisation • RIP: Influential Third Parties working in the Account vi. Executive Engagement Planning vii. Competitor’s position with the Account viii. Procurement Process & Governance < Ongoing Research / Supporting Information > Account Development Plan contents must be applicable to the organisation 2 Ensure that research does not merely become an administrative task
  3. 3. The Account Management Focus Market Management Prompts: • • • • • • Global trends Industry knowledge Unfolding opportunities Emerging risks Regional issues Mergers & Acquisitions Account Managers should be “Thought Leaders” in specific industries 3 Relationship Building Prompts: • Pedigree/s • Requirement/s for advancement • Resource alignment • Communication plan/s • Restructuring Account Managers need to be articulate & the Single Point of Contact [SPOC] Opportunity Scouting Prompts: • Wants vs needs • Resourcing requirements • Solutions vs Risks • Ability to deliver • Competition Account Managers need to understand the clients’ business needs and their organisation’s ability to deliver Feeding a Professional Bid Process
  4. 4. Key Focus: Industry Trends – become Thought Leaders Industry Financial services (financing, insurance) Durable goods (appliances) Manufacturing (process & discrete) Oil & gas (exploration & supply) Transportation (rail, aviation, shipping, automotive) Health (life sciences, telemedicine, bio- engineering) Utilities & engineering (energy, water, design, construction) Professional services (consulting, IT services) 4 Challenges Response Opportunity
  5. 5. Key Focus: Client’s Strategic Imperatives Strategic Imperative Deduction & Response Prompt: Identify any gaps that the organisation [as Thought Leaders/Trusted Advisors] can highlight and address 5
  6. 6. Prompt: Consider a Strategic Staircase to Illustrate the Journey to the Client The staircase must be relevant to the client, to allow the positioning of its adoption in their strategic planning processes Recognised Leader Dominant • > X % marketshare • Non-domestic growth Emerging • First refusal partner with new clients • Dominate chosen markets • Client retention • Dominance with integrated value chain across major sectors • Competitive KO One of many • Revenue growth • Recognised brand • Identify & grow in new markets • Employer of choice • Focus on new clients • First refusal partner • Embed CRM principles Outcomes • Market positioning • Identified alliances • Integrated Account Plans to • New client base specifically support the client • Success in emerging marketplace Business Strategies • Revenue growth from new clients closed previous FY Thrust • Consolidate strengths • Introduce new brand • Develop more replicable solutions and services • Develop replicable solutions / services • Grow revenue in existing market 2013/14 6 Symbiotic relationship with clients 2014/15 2015/16 2016/17
  7. 7. Background Information - Contents i. ii. iii. iv. v. Account Analysis Client’s Eco-System Client’s Competitors Client’s Organogram Organisation’s position with the Account • RIP: Relationship Intellectual Property with the organisation • RIP: Influential Third Parties working in the Account vi. Executive Engagement Planning vii. Competitor’s position with the Account viii.Procurement Process & Governance Prompt: Use a common knowledge base across the organisation to be able to share information. Also, allocate owners - with prompts for regular update/s 7
  8. 8. Including Client’s Eco-System to Identify ‘Value Add’ Service Provider A Customer A Customer B Client Customer C Prompt: Investigate the Procurement Processes/Patterns for each customer 8 Service Provider A1 Service Provider B Service Provider B2 Service Provider C Prompt: Investigate the Procurement requirements for each Service Provider
  9. 9. Analyse Competitor’s in the Account to Identify ‘Knock-Out’ Possibilities • XXX • XXX • XXX Competitor A Client Competitor B Competitor C Prompt: Ensure barriers to entry for each competitor (be more relevant) 9
  10. 10. Analyse the Client’s Competitors: Service Providers and Business Strategy • XXXXXX • XXXXXX • XXXXXX • XXXXXX Service Provider A1 Competitor A • XXXXXX Service Provider A2 Service Provider B1 Competitor B • XXXXXX Service Provider B2 Prompt: Analyse the complete supply chain to identify Industry impact/s 10

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