This document outlines the contents of an account development plan, including sections on industry trends, the client's strategic imperatives, a strategic staircase to illustrate the client's journey, and background information on the client's ecosystem, competitors, and procurement processes. It emphasizes understanding the client's business needs, positioning the organization as a thought leader, and developing solutions that support the client's business strategies over time.

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. 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. 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. 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. 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. 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. 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. 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. 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. 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