S S Ten Slides in Ten Minutes: Mature Account Development Planning [Capturing the Hearts and Minds of Prospects & Clients]

Presented by:

Bill Graham APM.APMP

November, 2013

bill.graham@sales-synthesis.co.za

Contents:

a. Industry Trends

b. Impact on Client & Response i. Impact on Client

ii. Client challenges

iii. Impact to organisation

c. Business Solutions

e. Roadmap [Action Plan] i. Gantt Chart

ii. Strategic Staircase

2

f. Background Information: i. Account Analysis

ii. Client’s Eco-System

iii. Client’s Competitors

iv. Client’s Organogram

v. 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

Account Development Plan contents

must be applicable to the organisation

< Ongoing Research / Supporting Information >

< The Actual Development Plan>

Ensure that research does not merely

become an administrative task

Market

Management Relationship

Building

Opportunity

Scouting

Prompts: • Global trends • Industry knowledge • Unfolding opportunities • Emerging risks • Regional issues • Mergers & Acquisitions

Prompts: • Pedigree/s • Requirement/s for

advancement • Resource alignment • Communication plan/s • Restructuring

Prompts: • Wants vs needs • Resourcing

requirements • Solutions vs Risks • Ability to deliver • Competition

Account Managers

should be “Thought

Leaders” in specific

industries

Account Managers

need to be articulate &

the Single Point of

Contact [SPOC]

Account Managers

need to understand the

clients’ business needs

and their organisation’s

ability to deliver

The Account Management Focus

3

Feeding a Professional Bid Process

Key Focus: Industry Trends – become Thought Leaders

Industry Challenges Response Opportunity

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

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

The staircase must be relevant to the client, to

allow the positioning of its adoption in their strategic

planning processes

2013/14 2014/15 2015/16 2016/17

• Consolidate strengths

• Introduce new brand

• Grow revenue in existing market

• Market positioning

• Identified alliances

• New client base

• Success in emerging marketplace

• Integrated Account Plans to specifically support the client Business Strategies

• Revenue growth from new clients closed previous FY

• Develop replicable solutions / services

• Identify & grow in new markets

• Focus on new clients

• Embed CRM principles

• Develop more replicable solutions and services

• Dominate chosen markets

• Dominance with integrated value chain across major sectors

• Revenue growth

• Recognised brand

• Employer of choice

• First refusal partner

• Non-domestic growth

• First refusal partner with new clients

• Client retention

• Competitive KO

• > X % marketshare

Ou

tco

me

s Th

rust

Emerging

Dominant

Recognised

Leader

One of many

Symbiotic

relationship

with clients

6

Prompt: Consider a Strategic Staircase to Illustrate the Journey to the Client

Background Information - Contents

i. Account Analysis

ii. Client’s Eco-System

iii. Client’s Competitors

iv. Client’s Organogram

v. 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

7

Prompt: Use a common knowledge base across the organisation to be able to

share information. Also, allocate owners - with prompts for regular update/s

8

Including Client’s Eco-System to Identify ‘Value Add’

Client

Service Provider A

Service Provider B

Service Provider C

Service Provider A1

Service Provider B2

Customer A

Customer B

Customer C

Prompt: Investigate the Procurement

Processes/Patterns for each customer

Prompt: Investigate the Procurement requirements for each Service Provider

9

Analyse Competitor’s in the Account to Identify ‘Knock-Out’ Possibilities

Client

Competitor A

Competitor B

Competitor C

• XXX

• XXX

• XXX

Prompt: Ensure barriers to entry for each competitor (be more relevant)

10

Analyse the Client’s Competitors: Service Providers and Business Strategy

Competitor A

Competitor B

Service Provider A1

Service Provider A2

Service Provider B1

Service Provider B2

• XXXXXX

• XXXXXX

• XXXXXX

• XXXXXX

• XXXXXX

• XXXXXX

Prompt: Analyse the complete supply chain to identify Industry impact/s