This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
Managing and developing your accounts is the key to sustainable business. As such, sales people and account managers need to be able to create strategic business relationships with their clients in order for the clients to remain loyal to them and the company. Sadly, most sales people and account managers treat their relationship with their clients as transactional instead of strategic.
In this short “Nine-Grid Key Account Management” training course, we will focus on creating strategic business relationships with clients by understanding how to manage their time and activities to better serve their key accounts.
By the end of this training course, participants will be able to:
1. Select and rank their key accounts
2. Create strategies to handling the different levels of key accounts
3. Manage time and activities for each type of key account
Key or strategic accounts are your most important clients. Not only are they your most important clients; they are also the ones that are at most risk of being wooed by your competition. For most companies, reducing prices to compete has become a staple sales strategy. However, this strategy seriously threatens the survival of the organization. This is why managing and developing key accounts is an essential skill to have, if we want to stay ahead of the competition!
We have to realize that, in today’s market place, price alone does not determine sales or profitability. It is essential for you to be able to differentiate yourself and your products and services in order to survive it this cut-throat environment. If you can’t compel, you won’t sell. If you can’t maintain your influence over your key clients, you may as well kiss them goodbye.
Our Knowledge Asia’s “Dynamic Key Accounts Management” training course will help you develop strategic account management techniques that ensure not only the protection of your existing clients from competitive attack, but, more significantly, build long and sustainable relationships resulting in excellent customer retention, improved sales, increasing margins and ongoing customer loyalty
In this SlideShare, Richardson discusses how decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. Richardson analyzes how to Driving Key Account Growth by Planning and Execution to Access the White Space.
Managing and developing your accounts is the key to sustainable business. As such, sales people and account managers need to be able to create strategic business relationships with their clients in order for the clients to remain loyal to them and the company. Sadly, most sales people and account managers treat their relationship with their clients as transactional instead of strategic.
In this short “Nine-Grid Key Account Management” training course, we will focus on creating strategic business relationships with clients by understanding how to manage their time and activities to better serve their key accounts.
By the end of this training course, participants will be able to:
1. Select and rank their key accounts
2. Create strategies to handling the different levels of key accounts
3. Manage time and activities for each type of key account
Key or strategic accounts are your most important clients. Not only are they your most important clients; they are also the ones that are at most risk of being wooed by your competition. For most companies, reducing prices to compete has become a staple sales strategy. However, this strategy seriously threatens the survival of the organization. This is why managing and developing key accounts is an essential skill to have, if we want to stay ahead of the competition!
We have to realize that, in today’s market place, price alone does not determine sales or profitability. It is essential for you to be able to differentiate yourself and your products and services in order to survive it this cut-throat environment. If you can’t compel, you won’t sell. If you can’t maintain your influence over your key clients, you may as well kiss them goodbye.
Our Knowledge Asia’s “Dynamic Key Accounts Management” training course will help you develop strategic account management techniques that ensure not only the protection of your existing clients from competitive attack, but, more significantly, build long and sustainable relationships resulting in excellent customer retention, improved sales, increasing margins and ongoing customer loyalty
In this SlideShare, Richardson discusses how decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. Richardson analyzes how to Driving Key Account Growth by Planning and Execution to Access the White Space.
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Are you dependent on the Rigid frameworks or on the Heroes in your Organisation to institutionalise KAM process?
1
Key Account Planning & Management needs strategic planning and thinking.
2
DemandFarm brings best flexible and configurable frameworks and make this process easy
3
Get introduced to a framework which is best of both Automated tools and Human intelligence
The Strategic Account Plan is designed to help the account management team effectively prepare and stay focused on the customer’s business objectives and goals to ensure they achieve the planned results, create a consistent experience for the customer, and ultimately identify how they can make a positive impact on the customer’s business.
How to Build a Killer Strategic Account Plan Avention
The Strategic Account Plan is a tool that helps salespeople be better positioned to take on new accounts and forge stronger relationships with existing ones. The plan contains critical information about the prospect that every sales rep should know before even thinking about making the initial phone call. Putting the information down in a concise, structured way helps the salesperson to focus on what is important about the account and how it aligns with your company’s offering. Having a plan can be that one step further, the edge over the competitor, the crucial piece of data that can close the deal. Simply put, the Strategic Account Plan is the blueprint of the sale.
The Strategic Account Plan should be almost a mini encyclopedia of the company. It should allow the salesperson to know the account inside and out. The plan must have all the important information about the company and its financials, competitors, technology, goals, and objectives. It must provide insights about recent development and drivers in the account and the industry. It is imperative that the plan contains extensive and accurate contact information. Moreover, the contacts ought to be structured in the proper hierarchical way so that the sales rep knows how to navigate through the list.
Valkre and GE: Customer Collaboration and Value Creation in Strategic Account...Valkre
GE and Valkre share cases on how technology is enabling Strategic Account Managers to improve customer collaboration and value creation. Highlights include:
* Using technology as an enabler of collaboration to create differentiation and competitive advantage in the eyes of your customer
* Getting your internal organization and your customer on the same page regarding value created and delivered
* Digitizing value propositions as the key success factor
* Getting customer feedback that is actionable and data oriented and causes your organization to act
* Ensuring your internal organization understands and executes on customer challenges
Is your company having trouble driving more revenue from current clients?
Are you losing your current clients to competitors?
Watch this presentation to learn how to build B2B strategic account teams to generate 3X more revenue and profit than originally believed, within a short period of time.
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Are you dependent on the Rigid frameworks or on the Heroes in your Organisation to institutionalise KAM process?
1
Key Account Planning & Management needs strategic planning and thinking.
2
DemandFarm brings best flexible and configurable frameworks and make this process easy
3
Get introduced to a framework which is best of both Automated tools and Human intelligence
The Strategic Account Plan is designed to help the account management team effectively prepare and stay focused on the customer’s business objectives and goals to ensure they achieve the planned results, create a consistent experience for the customer, and ultimately identify how they can make a positive impact on the customer’s business.
How to Build a Killer Strategic Account Plan Avention
The Strategic Account Plan is a tool that helps salespeople be better positioned to take on new accounts and forge stronger relationships with existing ones. The plan contains critical information about the prospect that every sales rep should know before even thinking about making the initial phone call. Putting the information down in a concise, structured way helps the salesperson to focus on what is important about the account and how it aligns with your company’s offering. Having a plan can be that one step further, the edge over the competitor, the crucial piece of data that can close the deal. Simply put, the Strategic Account Plan is the blueprint of the sale.
The Strategic Account Plan should be almost a mini encyclopedia of the company. It should allow the salesperson to know the account inside and out. The plan must have all the important information about the company and its financials, competitors, technology, goals, and objectives. It must provide insights about recent development and drivers in the account and the industry. It is imperative that the plan contains extensive and accurate contact information. Moreover, the contacts ought to be structured in the proper hierarchical way so that the sales rep knows how to navigate through the list.
Valkre and GE: Customer Collaboration and Value Creation in Strategic Account...Valkre
GE and Valkre share cases on how technology is enabling Strategic Account Managers to improve customer collaboration and value creation. Highlights include:
* Using technology as an enabler of collaboration to create differentiation and competitive advantage in the eyes of your customer
* Getting your internal organization and your customer on the same page regarding value created and delivered
* Digitizing value propositions as the key success factor
* Getting customer feedback that is actionable and data oriented and causes your organization to act
* Ensuring your internal organization understands and executes on customer challenges
Consistent b-to-b account growth is often hindered by organizations creating barriers to cross-selling and up-selling. This white paper outlines the 3 critical components of Strategic Account Management (S.A.M.) Plans that high performing b-to-b organizations use to eliminate those barriers and excel at organic account growth.
This template will help you codify your customer success strategy. You can read the blog post and download the template here: http://blog.preact.com/customer-success-strategy-template
From customer success metrics to the customer journey, and from the customers' critical path to your customer success team, this template enables you to present your vision to your executive team.
Drupalcamp London 2015 : From Consumption to Contribution - Lessons from IndiaPiyush Poddar
We are at the cusp of a Drupal talent explosion and it’s going to come from India.
In past years, too many organisations suffered from a “take what is needed” and “this is mine” mentality which got transcended to their talent. However, as the battle for talent continues, organizations are being forced to change. One major change is moving from consumption of open source offerings to creating and contributing back to the community. As a result, these organizations are evolving to a “shared and ours” state of mind which is replacing mediocre talent with good and great.
This presentation will cover the growth and evolution of India’s Drupal community, the changing attitude from consumption to contribution, and why now it’s good to re-evaluate concerns with working with Indian talent.
A Strategic Account Manager (also known as a Global or Key Account Manager) looks after a company's most imprortant business customers. But what is their role? This simple model helps to explain what separates the average SAM from a World-class SAM. Feel free to use it in your own business to raise the target bar for your SAMs.
Learn how to use Gainsight to prep for, conduct, and follow through on effective Executive Business Reviews. In this session, a Gainsight CSM will take you through how to use success plans to streamline your EBR process.
AMPLIFY | Customer Engagement is a powerful customer value creation methodology available to mid-market companies seeing to gain a foothold on increasing customer loyalty, engagement, revenue and profitability growth, product development success and employee engagement.
"Best Practices/Process/Tools for Setting Customer Success Process" with Arun...SaaSBOOMi
This deck cover the following points:
1. Data-driven strategies for retention
2. Engagement operating models (automated vs high touch)
3. Customer Success metrics: NRR vs GRR, expansion, churn, NPS
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
4. Piyush Poddar
● Director, Professional Services at Axelerant
Technologies, Inc.
● Developer, Architect, Manager, Biz Dev & Account
exec, Account Manager etc.. - Since 1997.
● Drupaler since 8 yrs
● Live in Jaipur, India
● Twitter.com/piyushpoddar
5. Why Account Management
● Proactively identify account risk
● Reduce customer churn
● Increase Customer Lifetime Value.
● Generate leads for expansion.
Research shows that 70 percent of buying experiences
are based on how the customer feels they are being treated
7. Case Study
● Started as a “Small Tier” customer in Dec 2014
● Shared Drupal Support of their existing platform
● Dedicated Account Manager, Customer Success
Manager & Product Owner.
● From shared support to dedicated.
● From minor enhancements to Epics & multiple projects.
● Multiple development value streams.
● “Strategic Tier’ Customer.
● ARR growth 890% compared to first year.
● High CHI (8.3) & NPS score.
World Organization of
the Scout Movement
Strategic Account Management
8. Know your customer
More than just projects.
● Customer Facts
● Customer Policies
● Customer markets & our business
● Customer financial performance
● Customer Buying Process
9. Segment your Customer Accounts
Selection criteria categories
Customer Outcome based Customer Need based Customer Attribute based
● Hard or quantitative factors
● Outcomes based on business
you can do with customers
like Purchase, Margin,
Contribution, Profit etc.
● Factors that reflect the
customer, like Turnover,
Growth in their market etc.
● Qualitative but specific &
measurable
● Likelihood of your company’s
retaining their business
● Factors that reflect your
strategy like Global
Presence, Dedication to
compatible platforms, etc.
● Indicates future relationship
with your company
● Softer than other two
categories, but assessable
● Factors that dictate how
customer might behave in future
like decision-making structure,
attitude towards relationship,
keenness to pay for value etc.
10. Segment your Customer Accounts
Some Popular Criterias
● Contract value
● ARR/Revenue potential
● Strategic Fit
● Brand value
● Industry/Vertical
16. Strategic Account Plan
Strategic Account Plan enable Account Management & Customer Success Teams to
collaboratively develop, track & realize the strategic plan for their customers.
Plan may include joint or internal goals, to help ensure your customers keep growing with
your services.
17. Account Score Card
Scorecards help quantify & easily track the health of customer
● Summarized Health view of engagement
● A combination of metrics - both quantitative & qualitative
● Signals whether the customer is likely to stay, expand their use, or if they're going to
churn
● Includes indicators for
○ Updated risk status across 8 categories
○ Customer survey scores ( NPS & CHI )
○ Other data points
23. Customer
Lifecycle
ACTIVITY : Technical Onboarding
New Customer Onboarding Adoption Advocacy
Participants ( Company )
Customer Success Manager
● Systems Onboarding
● Preparation of Strategic Account Plan ( Account
Engagement or Action Plan )
○ Goals & Objectives of the customer
○ Action plan for achieving each of customer goals.
○ To stop reacting, & proactively manage the
customer to keep & grow the relationships &
revenues
● CSM sends update to all parties ( Customer product
owner, Executive Sponsor & any other involved)
involved at the end along with a Welcome Kit
25. Customer
Lifecycle
ACTIVITY : Regular Account Review ( Internal )
New Customer Onboarding Adoption Advocacy
● Account Scorecard & Customer Adoption Trend
● Business Challenges & Risks tracked.
● Strategic Account Plan review
● Customer Happiness Index report & NPS report review
● Upcoming Renewals/ Upsell opportunities
Participants ( Company )
Account Manager , Customer Success
Manager
Medium
In Person, Video Conferencing.
Frequency
Tier 1 / Strategic : Weekly
Tier 2 / Standard : Fortnightly
Tier 3 / Small : Monthly
26. Customer
Lifecycle
ACTIVITY : Check In with Customer
New Customer Onboarding Adoption Advocacy
● Strategic Account Plan review
● Review Account Scorecard & other Updates
● Business Challenges & Risks tracked.
● Customer Happiness Index report & NPS report
reviews
● Upcoming Renewals/ Upsell opportunities
Participants ( Company )
Account Manager, Customer Success
Manager
Participants ( Customer )
Adoption Champion
Frequency
Tier 1 / Strategic : Weekly
Tier 2 / Standard : Fortnightly
Tier 3 / Small : Monthly
27. Customer
Lifecycle
ACTIVITY : Executive Business Review
New Customer Onboarding Adoption Advocacy
● Introductions & Company Updates ( Recap since last EBR, Company Growth, Thought
Leadership, Events evangelised, Featured Posts, Community Contributions, )
● Executive Summary
○ Strategic Account Plan Highlights
○ Health & Adaption Highlights
○ Score Card
○ Looking Forward
● Strategic Account Plan Details
○ Plan Objectives
○ Timelines & Status of each objective & tasks
● Continued ...
28. Customer
Lifecycle
ACTIVITY : Executive Business Review
New Customer Onboarding Adoption Advocacy
...continued
● Health & Adoption
○ Account Scorecard & Customer Adoption Trend
● Next Steps
Process
● T - 30 : Schedule Review Meeting
● T - 0 : Conduct 30-45 minutes EBR meeting
● T + 2: Send Thank You Email & Action Plan (post disc.
with task owners)
● T + 2 : Assign actionable tasks or activities to internal
team members, & monitor via Account Review weekly
& Customer Success Review monthly
Participants ( Company )
Account Manager (Lead), Customer
Success Manager, Exec Sponsor,
Account Manager or Customer Success
Leader(s)
Participants ( Customer )
Adoption Champion, Executive Sponsor
Frequency
Tier 1 / Strategic : Quarterly
Tier 2 / Standard : Semi Annually
Tier 3 / Small : Annually
29. Customer
Lifecycle
ACTIVITY : Executive Check-in
New Customer Onboarding Adoption Advocacy
● Our President/Directors/VP’s & other senior leaders
from across departments are assigned as Executive
Sponsors to strategic accounts.
● Objectives
○ To uncover latent challenges in our strategic
accounts
○ To maintain Exec level Repo with Customer
Executive Decision-Maker via frequent check ins
○ To allow cross departmental visibility & oversight
on core customer success health
Participants ( Company )
President/ Directors / VPs
Participants ( Customer )
Executive Decision Maker
Medium
In person, phone call
Frequency
Tier 1 / Strategic : Monthly
Tier 2 / Standard : Quarterly
On Demand by A/M or CSM.
30. Customer
Lifecycle
ACTIVITY : Customer Exec Sponsor Tracking & New Sponsor Buy-in
New Customer Onboarding Adoption Advocacy
Participants ( Company )
Exec Sponsor, Director of Account
Management, Account Manager &
Customer Success Manager
Participants ( Customer )
Customer Exec, Adoption Champion
● To uncover latent challenges in our strategic accounts
● To maintain Exec level Repo with Customer Executive
Decision-Maker via frequent check ins
● To allow cross departmental visibility & oversight on
core customer success health.
● Track Sponsors via check-in calls, monitor social
(LinkedIn, Twitter, & other channels) for signals.
● Invite new sponsor for Introduction & Overview Call
○ Introduction & Partnership overview
○ Strategy Alignment Overview
31. Customer
Lifecycle
ACTIVITY : Skip level meetings with team ( Internal)
New Customer Onboarding Adoption Advocacy
Participants ( Company )
Company Director of Account
Management, each account or group
team members other than their
managers
Frequency
Monthly
Focus on opening & sustaining lines of communication
● How are things?
● Any challenges?
● Scope of improvements?
● What do we want to change?
32. Customer
Lifecycle
ACTIVITY : Internal Risk Meetings
New Customer Onboarding Adoption Advocacy
Participants ( Company )
Director of Account Management ,
Account Managers, All 8 Risk owner
Execs
Frequency
Weekly
Review of 8 Risk Categories across the company with focus
on High Risk Items
Account Managers ensure that the Risk Owners understand
the use cases behind relevant risks & have an action or
timeline plan to resolve these
Action points are inputs to the Strategic Account Plan
36. Customer
Lifecycle
ACTIVITY : Customer Surveys - NET PROMOTER SCORE
New Customer Onboarding Adoption Advocacy
0 - 6 are Promoters : loyal customers & a great source of referrals
7 - 8 are Passive : satisfied with the service but are susceptible to competitors
9 - 10 are Detractors : unhappy customers & can damage your brand
A score of greater than 50 is excellent, although it’s possible to have a negative score as well
37. Customer
Lifecycle
ACTIVITY : Customer Happiness Surveys
New Customer Onboarding Adoption Advocacy
Surveying customers for their happiness at
critical points during the customer lifecycle is a
great way to collect & quantify customer loyalty
metrics
CHI = Satisfaction Score (1-10) + [Loyalty
(Percentile within Organization)/10] + Propensity
to Recommend/NPS
41. Account Management Metrices
● Leading Indicators of Renewals
○ Renewals Eligible This Quarter
○ Net # of clients moved into Green or Lime
○ Net Promoter Score
○ CSAT (Customer Satisfaction Survey)
○ Renewals Eligible this Quarter
● Leading Indicators of Expansion
○ Customer Lifetime Value
○ CSM qualified Upsell Opportunities by
Customer Tier
○ Account Management qualified upsell
Opportunities by Customer Tier
○ Upsells Eligible This Quarter
● Leading indicators of New Business
○ # of Sales References
○ # of Case Studies
○ # of Prospect Meetings that the CSM
joined & after which the prospect signed
a deal with us
○ # of Opportunities generated through
Referrals
● Retention
○ Customer Churn Rate
○ Gross Renewal Rate
● Cost Metric:
○ Cost per $ of renewal; cost per $ of upsell
42. Account Management Metrices
● Life Time Value (LTV) = “(Average Value of a Sale) X (Number of Repeat
Transactions) X (Average Retention Time in Months or Years)”
● Customer Acquisition Cost ( CAC )
● Customer Churn
● Customer Service Satisfaction Rating ( CSAT )
● Net Promoter Score (NPS)
Most Important Metrices
44. Account Management Metrices
Visual Representation
NPS vs. Revenue ( ARR )
$950k $895k
$102
k
$1,700k $1,410k
$149
k
$1,240k $1,800k
$267
k
Detractors
Passives
Promoters
Metric
Service A
Service B
Service C
45. Recommended Readings & Credits
● Customer Success: By Nick Mehta, Dan Steinman & Lincoln Murphy
● Key Account Management: The Definitive Guide by Malcolm McDonald & Diana
Woodburn
● The Challenger Sale: How to Take Control of the Customer Conversation by
Matthew Dixon & Brent Adamson
● Gainsight.com
● helpscout.net/blog
● Zendesk.com
47. JOIN US FOR
CONTRIBUTION SPRINTS
First Time Sprinter Workshop - 9:00-12:00 - Room Wicklow 2A
Mentored Core Sprint - 9:00-18:00 - Wicklow Hall 2B
General Sprints - 9:00 - 18:00 - Wicklow Hall 2A