1. October 14, 2015
Account Management Training
- Account Review
Business, Key Accounts, Munis/Co-Ops

2. October 14, 2015 2
Account Management Training
Purpose of the Account Review
The Account Team’s Role
The Review Process Steps
Conclusions and Next Steps
Tools

3. October 14, 2015 3
Purpose of the Account
Review

4. October 14, 2015 4
Whats the Purpose of the Account Review?
The purpose of the Account Review is to expand our
understanding of our Customer’s business and continue to
develop strategies and action plans that positively impact
the Customer, help them achieve their goals and move our
relationship to a proactive “joint planning" level.

5. October 14, 2015 5
The Objectives
of the Review Process
o Confirm the Account's mission, goals, objectives, business
needs and "compelling events"
o Continue to gain deeper knowledge and insight of the Account
o Develop strategies and action plans that helps the Customer
reach their business objectives
o Validate the Account's Message of Value at the “Executive"
Level
o Determine NYPA’s long term potential, vision and business
goal for the Account
o Ensure the alignment, roles and responsibilities of the NYPA
Team with the Customer's organization

6. October 14, 2015 6
The Outcomes of the Review Process
o Enhanced AMP strategies and action plans that position the
Account Team to build the Account's long-term relationship
o Demonstrating the value of the team approach in creating
"Out of the Box Thinking" to impact the Customer's business
o Enhanced message of value that demonstrates not only our
understanding of the Customer's business, but that a high
level, mutually beneficial relationship will have a positive
impact on the Customer's organization
o A plan to implement Account strategies that helps the
Customer accomplish their business goals

7. October 14, 2015 7
Account Executive - Account Team Responsibilities
o Ensure the use of Account Review Process
o Utilize the SharePoint/Account Management Plan (AMP)
o Capture into the AMP and implement all assigned
strategies and action items

8. October 14, 2015 8
Senior Management Involvement
o Assist the Account Team in becoming proficient and
effective in the review, planning and implementation of
the AMP
o Consider resource and focused investments based on
the business case demonstrated by the Team
o Move to achieve "joint planning" with the Account
o Support and reinforce the importance of the Account
Team to internal organization

9. October 14, 2015 9
Participants
o All Critical Account team members (Key Accts, Munis/Co-
Ops, BMED, CES, EE, BPAC)
o Vice Presidents
o Directors
o The Managers/Team Leaders assigned to Key Accounts,
Business Accounts, Munis/Co-Ops Accounts.
o Business Services, Legal, Operations and
Public/Regulatory Affairs (as needed)

10. October 14, 2015 10
Timing
o Account Reviews should be scheduled bi-annually
o The review should last from one to two hours

11. October 14, 2015 11
The Account Team’s Role

12. October 14, 2015 12
Preparing for the Review
o Ensure that the Account Team is fully prepared, the
SharePoint AMP is current and copies have been distributed
to all participants prior to the review.
o The Account Team should have a current organization chart of
the Account and be prepared to discuss how the Account
Team members align to the Customer's organization
o The Account Team should be prepared, as part of their
Account presentation to address all questions (see TOOLS)
o The Account Executive should be prepared to discuss
requests for additional resources and proposed solutions

13. October 14, 2015 13
Facilitating the Review
o Follow the review process and ensure that all participants
come prepared.
o Facilitate the discussion with the Account Team in order to
better understand the Account and enhance our ability to build
the Account relationship strategies and action plans.
o Focus the discussion on the relationship, the Customer's
business drivers and value creation for the Account
o Ensure alignment of the Account Team members to the
Customer's organization
o Capture all strategies and SharePoint AMP

14. October 14, 2015 14
The Review Process
Steps

15. October 14, 2015 15
The Review Process Steps and Sample Agenda
Steps Time Start Time Ending Time
Introduction, Purpose, Outcomes 5 min
The Account Presentation 30 min
Clarifying Questions 15 min
Exploratory Questions 20 min
Strategy and Action Items Development 30 min
Account Follow-up Commitment 5 min
TOTAL TIME 1 hour
45 minutes

16. October 14, 2015 16
Step #1 – Introduction, Purpose and Outcomes
Leader:
Manager
Define the purpose of the meeting, set the guidelines for all participants, state
the expected outcome and identify the roles of the participants. Introduce the
entire Account Team and their responsibilities to the Account.
Purpose and • AEnhance the current Account Plan through challenging our overall understanding of the
Outcomes Account's business, “Executive" Level and other key players, the situation analysis, our
relationship, our message of value and the action plan
• DUtilize the knowledge of the Account Team's and Senior Management to continue to
develop strategies and action plans to help this Customer be successful
• DContinue to understand the resource commitment, the focused investment and
Account potential
Manager's Role • AFocus discussion on the Customer, the business and relationship issues, the value we
offer
• AEnsure participation by the entire Account Team
• DFacilitate or clarify the process when needed
• DEnsure that the review process is a positive experience

17. October 14, 2015 17
Step #2 – The Account Plan Presentation
Leader:
Account
Executive
The Account Executive/ Account Team should demonstrate their understanding of
the Customer's business, where we are in the development of the relationship, and
the overall potential of the Account
Objectives
Address the Account's current business position:
• Business profile (vision, goals and objectives, the Account's value proposition, business
conditions, revenue, profit, key performance indicators, recent changes, political environment,
regulatory
• The compelling events (customer's critical success factors for business success, the key
events in the Account's life)
• “Executive" Level and other Key Player s(what are their business priorities, organizational
structure, personal and organizational wins, our current relationship)
• Relationship (success factors, strengths and weaknesses, value proposition)
• Competitive Environment
Account
Executive ‘s
Role
• Utilize your SharePoint AMP for the presentation and ensure that you have a current
organizational chart
• Align NYPA Account Team to the Customer's organization utilizing the Customer's org chart and
define our team member's roles and responsibilities
• Ensure that the presentation focuses on the overall understanding of the Account's business and
our plan to help the Customer be successful in their business
• Address the Account questions on the next 2 slides in your presentation

18. October 14, 2015 18
Your Account Plan Presentation Should Address the
Following:
o What is the Account's business profile?
 Vision, goals and objectives
 Business growth, profitability and productivity objectives
 Their value proposition for their Customers
 Key strategies or critical success factors in their business
 Current Business Conditions
 Their current financial position and concerns (where applicable)
 Who are the Customer‘s competitors and how does the Account
rank (market share, community leadership, market image, or are
they in trouble)

19. October 14, 2015 19
Your Account Plan Presentation Should Address the
Following:
o What are the compelling events in the customer's life?
 What is driving them to even consider making a change?
 What is the impact on their business if they make the change?
What is the consequence if they do not act?
 What is the specific date of the consequence?

20. October 14, 2015 20
Compelling Events – Issues to Consider
We define a "Compelling Event" as anything that would have a
major effect on the Account's business, especially at the
“Executive" level. The "Compelling Event" may have a negative
effect on the Account, such as:
o Declining Customer Satisfaction
o Decreasing Shareholder's Value, revenues, profits
o Declining Market Share or Customer Base
o Government Regulations
o Loss of key employees, staff and/or Customers

21. October 14, 2015 21
Compelling Events – Issues to Consider
The "Compelling Event" could also have a positive effect on
the Account, such as:
o Acquisition — business growth
o New Customers / New markets
o New Technologies
o Positive impact on Shareholders value - increasing stock
prices

22. October 14, 2015 22
Compelling Events – Issues to Consider
Questions Issues to Consider
What is driving them to even consider making a .• Market pressure to improve bottom line
change? •• Customer pressure to deliver more value
•• Need for change driven by external influences such as government
regulations, changing market trends, new competitors, acquisitions
etc.
How will the change impact their business? •• How we address the "compelling" event and impact their
business
•• How will our solutions help them achieve their goals: improve
revenues, improve Shareholder value, improve their efficiency;
satisfy their customers' needs, etc?
What is the consequence if they do not act? •• What will it cost them if they don't act?
•• Could they lose customers or market share?
•• Could their stock price decrease?
What is the specific date of the consequence? •
•
• How immediate is the loss of revenue, market share, stock
value, etc?
• Can we have an immediate effect on reducing costs,improving
revenues or supporting their value proposition to their
customers?

23. October 14, 2015 23
Preparing for the Review
o Who are the “Executive" Level and other Key Players
and what are their business priorities? What Executives
have you met with? (Most influential to least)
 What are their business priorities?
 What are their personal and organizational "Wins"?
 What is the organizational or reporting structure?
 What are the common priorities across the key players?

24. October 14, 2015 24
Preparing for the Review
o What is the unique business value of our relationship?
 What are the critical success factors in developing the
relationship?
 What are the strengths and weaknesses of our business
relationship specific to this Customer?
 What is the unique business or value proposition that we bring to
this Customer?
 What can we do better?

25. October 14, 2015 25
Step #3 – Clarifying Questions
Leader:
Manager
Through the clarifying questions, establish that the Senior Management and Account
Team have a common understanding of our current situation of the Account, any
pending issues, Account Executive behaviors being practiced and business results being
achieved.
>
• Senior Management asks clarifying questions about the Account and the information presented
Objectives ➢• The clarifying questions are to provide Senior Management with an understanding of the business
profile, the compelling events at the “Executive" level, the Key Players and the value of our
relationship
>• Questions need to reinforce the Account and the relationship, not an opportunity
Manager’s Role ➢
• Facilitate Senior Management in asking the clarifying questions to gain complete insight on the
Customer's business issues and our current relationship strategy
➢• Ensure that we focus on how we can help the Customer achieve their business goals

26. October 14, 2015 26
Step #4 – Exploratory Questions
Leader:
Manager
The goal is to assist the Account Team to identify business issues that we can
address and to develop strategies to build long-term relationships and value
solutions that impact the Customer's business. Sample questions that may
need to be asked and discussed during the review will be provided. It is
everyone's responsibility to ask the challenging questions.
➢• Senior Management asks questions of the Customer knowledge, the Account Team
alignment, the “Executive" Level relationship, the value creation and the strategies in
place to help the Customer achieve their business goals.
Objectives ➢• Senior Management asks questions of the Account Team to help them think "outside
the box", identify business, financial or technical issues and formulate strategies that
improve and bolster the Account relationship
>• The discussion should be on what we need to do to help the Customer be successful
in meeting their business goals
Manager's
Role
>
• Ensure the questions are meaningful in terms of the Account and the development of the
long-term mutually beneficial relationship
>• Ensure that everyone participates and benefits from the learning experience
>• Have designated person capture all issues and recommended enhancement strategies
and action items.

27. October 14, 2015 27
Step #5 – Strategy and Action Plan Development
Leader:
Account
Executive
Continue to identify and prioritize the business issues, strategies and action
items that will help the Customer be successful in their business. Continue to
ask the questions that will assist the team in the development of their Account
strategies and action items
Objectives >• The Account Team lists all of the business issues and suggested strategies the group
develops. The group should focus on the Account and the development of the long-term
relationship and what needs to be addressed to position the AccountExecutive as the point
person for the customer
D
• The Account Team prioritizes the issues and suggested strategies. The goal is to help the
Account Team better understand how NYPA can have impact at the “ Executive” level of
the Customers business
D• Once the strategies have been prioritized, develop the action items for each
Account
>
• Ensures that all issues/suggested strategies are recorded on the flip chart
Executive’s
Role
>
• Facilitate the discussion to prioritize the most critical issues and ensure that the issues
and strategies are captured and prioritized
D• The prioritized issues/strategies should have major impact on the
development of the relationship
D• Facilitate probing questions of the team to stretch creativity and "Out of the Box"
thinking

28. October 14, 2015 28
Step #6 – Account Plan Enhancements
Leader:
Account
Executive
Agree on strategies to enhance the Account relationship at the “Executive" level,
create value. Collectively develops the action items that support each of the
strategies, outlining what must be accomplished, who has the responsibility, by
when and how we will measured. Update SharePoint AMP with all information,
strategies and action steps.
Objectives • Look for "Out of the Box" ideas to help the Account achieve their business goals
• Enhance the AMP, the understanding of the Customers business
• Establish the date of the AMP enhancement before leaving Review
• Notes of Review taken by designated person are given to the Account Executive
Account
Executive's
Role
• Facilitate the "Out of the Box" thinking
• Ensure we are implementing the strategies to help our Customer achieve their business goals
• Share the learning with all team members
• Check with the designated person to make sure all key points have been captured
• Confirm the next Account Review Meeting

29. October 14, 2015 29
Conclusions and Next
Steps

30. October 14, 2015 30
Conclusions, Action Items and Next Steps
o Summarize the "take away" from the Review Process
o Review the Action Items and Next Steps — Who has
responsibility and by when
o Conclude if the Review Process was of value and that
additional strategies to win the Account's long term
relationship at the “Executive" Level were developed
o Determine what will the Account Team do differently,
going forward

31. October 14, 2015 31
Tools

32. October 14, 2015 32
Sample Review Questions
o Why is this Account worth pursuing? (Munis/Co-Ops,
BMED, KA, CES, EE)
 We can contribute to the Account's business potential to increase
year after year (i.e. job growth, infrastructure investment)
 We can help the Account meet their objectives
 We can change the customer's perception of NYPA to be able to
build the relationship, if necessary

33. October 14, 2015 33
Sample Review Questions
o Can we build a “Executive" level, long term, mutually
beneficial relationship (BMED, KA, CES, Munis/Co-Ops)
 What will it take to gain sponsorship at the “Executive" level?
 Do you have Senior Management involvement?
 Can we create value at the “Executive" Level?
 Can we have impact on the Customer business?

34. October 14, 2015 34
Sample Review Questions
o What is your key strategy for this Account? (BMED, KA,
CES, EE, Munis/Co-Ops)
 Will you be able to have impact on the Account in one year?
 Will we be able to "joint plan" with the Customer?
 What would it take to "joint plan" with the Customer?
 What is the 3 to 5 year potential (job growth/infrastructure
investment), and how can we get there?
 What do you need to do the obtain the potential?

35. October 14, 2015 35
Sample Review Questions
o What are the necessary resources that should be
allocated to this Account?
 Can the necessary resources support the relationship and deliver
added value?
 What could be one "out of the box" investments?
 Can you justify it to Senior Management?
 Are there any changes needed in the direction of management of
the account?

36. October 14, 2015 36
Questions That Support the Key Success Factors
Market/Customer Knowledge
o At what level have we received most of our insight to the Customer's business?
o What is the Account's current perception of NYPA?
o What are the business issues relating to the Customer's customers?
o How would you increase your understanding of the Customer's business?
o How would you ensure that your Account Team had the same understanding?
o Do we need to change the customer's perception of NYPA to be able to build the
ongoing relationship?
o What common associations or community groups do you belong to?
o Do you need additional support to gain Customer knowledge, (i.e. Directors,
Managers, outside Consultants)?
o Are we part of their strategic planning process?

37. October 14, 2015 37
Questions That Support the Key Success Factors
Account Team
o Have we aligned the right people in the NYPA organization
with the right people in the Account?
o Is your Account Team interfacing with all of the Account's key
players and decision makers?
o How complete is this alignment? Are there any holes?
o How often does your Account Team meet?
o Do you have a NYPA and Customer Account communication
plan?
o If not, do you have a strategy in place to do so?

38. October 14, 2015 38
Questions That Support the Key Success Factors
The “Executive" Level Relationship
o How strong is your “Executive" Level Relationship?
o Can we build an Executive level, long term, mutually beneficial relationship?
o Can you achieve “Executive" level sponsorship for NYPA?
o What is your strategy to develop the “Executive" Level Relationship?
o What help do you need to ensure this relationship, (i.e. CEO to CEO?)
o Do you have a co-authored external AMP? Can you achieve a co-authored
Plan?
o Do we know the priority of the “Executive" Level Compelling Events?
o Can we effect the “Executive" level Compelling Events?
o Have we identified any "Key Players" personal wins that we can help them
achieve?

39. October 14, 2015 39
Questions That Support the Key Success Factors
Measurable Impact of the Value Delivered
o Is the Customer’s service class correctly assigned?
o How are you communicating the monthly variances of energy
bill?
o Can we help the Customer meet their objectives?
o Will the Customer perceive the value of our relationship?
o Can we identify the Customer's key measurement and relate
our value accordingly?
o What are the key components justifying the Cost of Service
calculation for this Customer?

40. October 14, 2015 40
How to have a successful Account Review
The Manager
o Reviews plan with Account Executives prior to the meeting to
ensure that the plan is current and we understand the
Customer's business
o Challenge the Account Team's knowledge of the Account
and their strategies to help the Account be successful in their
business
o Ensure the Account Team uses the SharePoint AMP for the
meeting discussion
o Conduct an Account Team and an Senior Management debrief
after each session

41. October 14, 2015 41
How to have a successful Account Review
The Account Executive
o Distribute the Account Plan and organizational chart with NYPA Team
member identified with roles and responsibilities to attendees prior to
the review
o Ensure all key members of the Account Team are participating in the
presentation and the strategy and action plan development
o Ensure team understanding of the Customer’s business
o Keep the discussion focused on how we can help the Customer be
successful in their business relative to energy
o Develop or validate a clear vision and Message of Value for the
Account
o Capture in SharePoint AMP, and implement strategies and the action
plans

42. October 14, 2015 42
Senior Management – Account Review Debrief
With the Account Team — Ask the Questions
o Did this session have value to the Account
Executive and Account Team?
o What did you learn from this experience?
o What was your key take-away?
o If you execute the strategies, will they enhance
your value with this account?
o Do you feel you have the Senior Management
commitment to make this a successful Account?

43. October 14, 2015 43
Senior Management – Account Review Debrief
With the Senior Management — Ask the
Questions
o Was this a positive experience for the team?
o Do we have the right Account Team members?
Any changes?
o Is there enough value and return to NYPA to
schedule this type of review quarterly?
o As a Senior Management team, are we
committed to the success of this Account?