INSIGHTS INTO STRATEGIC ACCOUNT MANAGEMENT

Peter Gilbert HR Chally SA

INSIGHTS INTO STRATEGIC ACCOUNT MANAGEMENT

Peter Gilbert HR Chally SA

The Building Blocks of Strategic Account ManagementThe Building Blocks of Strategic Account Management

Account-Level Performance Measurement

Account Based Information Management

CR

M P

rog

ram

& C

han

ge

Man

agem

ent

Cu

stom

r-Cen

tric Cu

lture C

han

geIncreased Net Future Cash

Flow

Selecting SAMs with REAL

Talent

Account Team & Executive

Development

Strategic Account Selection

Enhanced Relationship Satisfaction

Achievable Account

Strategies

Account Management Process Re-engineering

External Account Research

Increased Customer

Value

Innovative Account-Level Value Creation

Account Manager

Development

CRM Internal Capability Evaluation

Right People Right Accounts Alignment

The StrategicAccount Executive RoleThe StrategicAccount Executive Role

The Skills

Boundary-spanner

Relationship manager

Team builder

Arbiter

Coordinator

Problem solver

Deliver & Communicate Value Provided

Innovator

The Issues

Turf Wars(Who owns the customer?)

Systems and Processes

Management Support

Communication/Internal Alignment

Culture

Short-termism/unwillingness to invest

Overcoming customer suspicion

Turning away unprofitable business

Buyer SellerSAM

The Profile of a Strategic Account ExecutiveThe Profile of a Strategic Account Executive

“We want our account executives to be talent magnets able to attract the best individuals around them. We want them to be hugely influential with the customer, with ourselves and with our strategic partners. We want people who can zoom in and out at any level of discussion and who can act credibly across all geographies and disciplines. We want those individuals who can thrive on technology, who can move fast, who have a passion for success and who have the determination to deliver superior service excellence.”

- Strategic Account Director, International Telecoms group

ten years as Sales Manager and Account Manager

three years general management experience at German subsidiary

eighteen months as special envoy to the UN

…. learned to walk on water during a brief sojourn in India

The Super Strategic Account Executive

Career to date:

The Requirements of a SAM Required SkillsThe Requirements of a SAM Required Skills

• Communication skills 1• Team leadership and management skills 2• Business and financial acumen 3• Relationship and management skills 4• Strategic vision and planning capabilities 5

• Problem solving capabilities 1• Cultural empathy 2

• Selling skills 3• Industry and market knowledge 4• Customer knowledge 5

The Customer Added-Value of an SAM

Social Visitor

Someone who takes me out to lunch only to agree next year’s quota

Problem Fixer

Someone we can rely upon to sort out problems with the relationship

Knowledge Centre

Someone who has significant knowledge of customers’ products & services

The Customer Added-Value of an SAM

Delivery Champion

Someone who can help Deliver Consistent High Quality Services

Trusted Advisor

Someone With a Deep Understanding of My Business

Relationship Builder

Someone Able to Develop Broad Business Relationships

The Supplier Added-Value of a SAM

Sales Achiever

Someone who can be relied upon to hit their numbers over the year

Enterprise Capability Seller

Someone who can cross-sell different products across different departments/divisions/subsidiaries

Consultant Seller

Someone we can sell solutions and create new offers for the business

The Supplier Added-Value of an Outstanding SAM

Excellent Leader

Strong communicators who can lead and manage diverse teams

Financially Adept

Someone who can translate soft relationship issues into hard profit

Relationship Builder

Someone Able to Develop Broad Business Relationships

CRM Evaluation FrameworkCRM Evaluation Framework

Purpose & Strategy

Structure & Management

Account Selection

Account Planning

HR Policies

Products & Services

Information Systems

Attributes

Attributes

Attributes

Attributes

Attributes

Attributes

Attributes

Score

Score

Score

Score

Score

Score

Score

CRM

Components

Purpose & Strategy - AttributesPurpose & Strategy - Attributes

Strategy development process

Quality of CRM strategy

Relationship to corporate strategy

Communication of strategy

CRM goals

Resources committed to CRM

Leadership

Structure & Management - AttributesStructure & Management - Attributes

Positioning of CRM within the organisation

CRM internal structure

Appropriateness of customer contact model

CRM alignment with other business units

CRM performance evaluation

Account Selection - AttributesAccount Selection - Attributes

Appropriateness of account selection criteria

Disciplined use of account selection criteria

Assigning accounts to AE’s and support personnel

Account Planning - AttributesAccount Planning - Attributes

Account profiles

Account planning process

Who develops account plan?

Account plan content

Account plan review & approval process

Account plan implementation and monitoring

Joint customer planning

Linking account management to opportunity management

HR Policies - AttributesHR Policies - Attributes

Appropriateness of AE selection process and criteria

Disciplined use of AE selection criteria and diagnostic tools

Adequacy of AE personnel resources

AE training, coaching and development

Personnel performance measurement

Compensation

Performance recognition

Products & Services - AttributesProducts & Services - Attributes

Product & service development process

Bringing new products to market

Use of customer research

Product & service performance measurement

Customer satisfaction measurement

Information Systems - AttributesInformation Systems - Attributes

Quality of CRM information system

Access to CRM information system

Integration of sales process with CRM system

Utilisation of CRM information system

Technical support

CRM information system training

Analyse the GapsAnalyse the Gaps

Size of gap

Importance of component

Importance of attribute

CRM Improvement PlanCRM Improvement Plan

Set methods & goals for attribute score (quantification)

Prioritise attributes

Consider impacts of interrelated attributes

Determine … .

What to do Who will own it When they’ll complete it