LAMP Launch - teambuilders-int.comteambuilders-int.com/wp-content/uploads/2015/01/... · © 2006...

LAMP Launch

Copyright 2013 TeamBuilders International, Inc. Licensed Miller Heiman Sales Consultants 1-519-455-4320

Hospital Name/Location Pumps/Device Injectables Proprietary BioSimilars

Saturated Sales Underway Can’t Sell White Space

Hospira White Space Analysis for IDN’s

© 2006 Miller Heiman, Inc. All Rights Reserved v.Launch

Process moves from “Big Picture” to details.

We will never have all the information we desire --we must move forward anyway!

We are focusing on long-term -- we will have uncertainty.

The quality of the output depends on the quality of the relationship with the client.

To Make This Process PRODUCTIVE and SUCCESSFUL

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LAMP®

Key ideas:

A process for managing key account relationships

Identifies our current relationship position

Defines our mutually desired position

Develops strategy and action plans

Creates common language for account management

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LAMP® Launch Meeting Objectives

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Understand the Team LAMP® Account Analysis concepts in preparation for team development of a complete strategy document for a key account.

Determine which segment(s) of the account will be strategized.

Define the nature and scope of the up-front work that MUST be accomplished to successfully create an effective, working and on-going strategy.

Assign team member responsibilities and completion schedules for research, data gathering and customer interviews.


What’s the Value of Planning?

Planning

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© 2006 Miller Heiman, Inc. All Rights Reserved v.Launch 8

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Strong Account Strategy

Focuses on issues important to Strategic Players

Based on their Opportunities which may be driven by current Trends and where our Strengths can add value for the account

Concentrates our resources

Neutralizes impact of Anti-Sponsors and eliminates or reduces our most significant Vulnerability

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Red Flags

Critical information missing or unknown

Uncertainty about information

Reorganization

Uncovered base or weakrelationship

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Strengths

Areas of perceived differentiation

Opportunities used to improve our relationship

Must be relevant to the account

Lessen price sensitivity

Improve competitive advantage

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Traditional AccountPlanning

Sales-focused

Developed by sellingorganization

Discusses our revenuegoals and objectives

Developed to meetour quota

Focuses on sellingour product line

LAMP® Planning

Customer relationship focused

Developed by cross-functional team

Discusses how to help the account meet its business objectives

Developed to meetthe account’s business needs

Determines solutions that are important for the account

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LAMP® Overview

DataGathering

StrategicFocus

SituationAppraisal

Field of PlayStrategy

ActionPlan

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Field of Play

Key ideas:

Setting an overall strategy for a very large account is difficult

Focus our strategy on more manageable segments

Segments are called a Field of Play

Strong strategies target the Fields of Play where we can create greatest value

Reflects how the customer wants to buy

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Field of Play Criteria

Does the Field of Play reflect how the account makes buying decisions?

Is this Field of Play one where we can create significant value?

Is this Field of Play autonomous and able to make independent decisions?

Is this Field of Play really a priority for us?

Is this Field of Play where we have the most/ best expertise?

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Buy-Sell Relationship

Key ideas:

We must: Understand how the Field of Play sees our contribution

Have a clear and shared vision of the relationship we want to have in the future

Then we can:

Leverage relevant Strengths to enhance the relationship

Because people and perceptions change, we must constantly reassessSt

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Buy-Sell Hierarchy

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Buy-

Sell

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Similarities in Business and Organizational Issues

Invited to participate - they call us for our expertise

Businesses must produce profit to survive (non-profit organizations must obtain funding or power)

Show up directly on financial reports—Increased sales—Improved productivity—Reduced costs

Important to Levels 4/ 5 (senior management) of organization

Focus is often strategic and may be either short or long-term


Stra

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usDifferences in Business and Organizational Issues

Organizational Issues (Level 5) tend to be about:

Corporate direction

Future strategy and direction of the company

Plans and issues impacting the organization

Business Issues (Level 4) tend to be about:

“How” the account or Field of Play operates day-to-day

Business issues the Field of Play is facing today


Corporate Structure and Results

The relationship between authority levels in the Field of Play and your position on the Buy-Sell Hierarchy

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Gathering Information

ABOUT your account (Field of Play)

FROM your account (Field of Play)

FROM our organization

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Pre-course document

Annual Reports and any other relevant data

Organization Chart

Interview tool—Our people—Their people


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Situation AppraisalSi

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Appr

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Key ideas:

Helps to determine our current position with the Field of Play

Serves as the foundation for developing our strategy

Components of the Situation Appraisal:—Strategic Players—Our Team—Trends affecting the Field of Play—Field of Play’s Opportunities—Our Strategic Strengths—Our Critical Vulnerability

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Additional Key Player(s)

Strategic Player Roles

Sponsor(s)

Strategic Coach(es)

Anti-Sponsor(s)


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Sponsor(s)

Anti-Sponsor(s)

Strategic Coach(es)

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Sponsor(s)

Role: Promotes our tenure in Field of Play

Champions us

Counters competition’s efforts to develop relationship

Criteria for developing or qualifying: Has authority over all or much of this Field of Play

Has influence with key players

Is strong supporter of our tenancy

All three criteria must be met or we have a .Situ

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Strategic Coach(es)

Role: Provides guidance on strategic direction of Field of Play

Provides information on other Strategic Players

Provides information/ guidance on other elements of Situation Appraisal and Strategy

Criteria for developing or qualifying: Has a high degree of credibility in this Field of Play

Actively and effectively supports our efforts

Suggests ways to improve our position

All three criteria must be met or we have a .

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Anti-Sponsor(s)

Role: Works against our position in Field Of Play

May sponsor our competition

Criteria for describing or identifying: Has authority

Has influence with key players

Seeks to negate our efforts or Sponsor’s efforts

Note: Often is covert in playing this role; there will always be Anti-Sponsors

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Role: Play a significant part in our relationship with the

Field of Play

Criteria for developing or qualifying: May be found in the Field of Play and/ or our organization

May be found outside both

High degree of authority, credibility, or influence within the Field of Play

Critical “touch points” in the Field of Play

May have two out of three characteristics of Sponsoror Strategic Coach

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May be Virtual

Should be cross-functional

Should map onto the Field of Play’s team

Senior Sponsor to act as “Corporate Unblocker”

Our Team

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Linking Strategic Players & Our Team Members

Establish cross-functional links in our organization

Criteria—Right level of authority—Inclination—Availability and resources

Link team members in our organization to the Field of Play’s Strategic Players

Note: If any team member isuncomfortable dealing with Strategic Players, this should be treated as a Red Flag.

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Field of Play’s Trends - Definition

Significant long-term changes in the dynamics of the Field of Play’s market or environment

Have significant impact in the Field of Play Trends cause a trigger event (Opportunities) when

Strategic Players react to them Trends may be perceived as positive or negative by the

Field of Play

Example: Trend toward global consolidationTrend for outsourcing corporate functions

You need to understand the Trend ANDthe Field of Play’s reaction to it

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Field of Play Opportunities - Definition

Opportunities are issues, situations, needs or challenges driving their business in the Field of Play.

Opportunities are often created by a Strategic Player’s reaction to a Trend.

Opportunities should:— Have impact for more than one year— Be so strong they must be pursued or there will be

negative consequences

Remember, Opportunities may be negative situations for the Field of Play and may drive urgency.

We should have the Strengths to address them and improve our position on the Buy/ Sell Hierarchy.

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Our Strategic Strengths - Definition

Seen from the Field of Play’s point of view

Support an Opportunity

The value or benefit to the Field of Play, not the solution itself

Note: Brand is never in itself a Strength

Will help us withstand substantial change or stress in the Field of Play without diminishing our position

When leveraged, can help the Field of Play execute against an Opportunity or used to eliminate or minimize a Vulnerability

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Our Critical Vulnerability - Definition

Situation or Issue which

If left unchanged, would damage the relationship

Often manifest as lack of knowledge, capability, resources, or anything else of value

May not be evident to the other party

Can be found in either us or the Field of Play

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ABOUT your account (Field of Play)

FROM your account (Field of Play)

FROM our organization

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Interviews

Set up the interview appointment– Valid Business Reason

Plan the Interview– Call plan -- objectives and expectations– Interviewee’s view of the other organization– Confirmation of Preliminary Situation Appraisal– Understand their issues and concerns

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Questioning the Account - KEY POINTS!

Arrange a time to talk. Set expectations that the interview will take between 30 and 45 minutes.

Question to stimulate discussion -- do not interrogate!

Ask for honesty -- even at the risk of discomfort with the information.

Do not ask for critique and then become defensive! Avoid remarks like “yes, but…” and “I do not agree with you.”

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During Interviews:

Take copious notes.

Document exact words and phrases.

Capture thoughts, feelings and attitudes. Ask for and record examples.

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Next Steps• Gathering Information

– From your account– From your team– From external sources

• MAE Tool Kit• National Meeting-Table Exercise


Workshop:What are the best practices of high performing Key Account Managers in terms of:1. How they engage the client2. How they engage their team members


Be prepared! Bring completed research.

Be prepared for exciting, productive working sessions.

Determine whether and/ or to what extent your customer will be involved in the development and review of your strategic account analysis.

2-Day LAMP® Conference

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LAMP Launch - teambuilders-int.comteambuilders-int.com/wp-content/uploads/2015/01/... · © 2006...

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