Account Planning Team Workshop Slides

Account Planning Team (APT) WorkshopMaster slides/boards

April 2014

Page 2 Account Planning Team Workshop

Goals of the Account Planning Team Workshop

• Accelerate the implementation of the firm’s vision and strategy on our priority accounts by:• Gaining a better appreciation for the client’s strategy, initiatives and issues• Developing a deeper understanding of how the firm’s services align to the client’s business drivers

and most important issues• Creating “EY Solutions” across service lines• Developing a plan for our team to work together in an integrated fashion and position EY as a trusted

business advisor at the client


Timeline and process

Note: Workshop timeline may be scaled based upon size and complexity of the account.

Preparation Kick off Issue refinement EY Relevancy Relationship map 90 day action plan Wrap upPost workshop

follow up

• Select team• Create info

package and send out as pre-read

• Conduct pre workshop client meetings

• Pre-populate client issues board

• Introductions• Review

• Objectives• Agenda• Expected results

• Review• Key strategy

elements• Major client

initiatives• Client

issues/challenge• Agree on Client’s

top 5 issues

• Link client issues• Bundle services into

comprehensive solutions to create competitive advantage

• Quantify and prioritize top EY opportunities

• Identify key relationships and buyers

• Assess quality of current relationships

• Assign EY relationship owners

• Client calendar assignments

• Action plan to address top revenue opportunities

• Action plan to address top relationship enhancement opportunities

• Reinforce expectations regarding 90 day action plan and schedule next team meeting

• Schedule meetings to follow up on post event activities

• Develop 1 and 3 year revenue plans

• Identify investment gaps and plans to address

• Develop Client Calendar and ASQ plan

Workshop timeline may be scaled based upon size and complexity of the account. For a more complex SGM account a full day workshop may run as follows:

1 month before event

30 mins8:30 – 9:00

120 mins9:00 – 11:00

120 mins12:00 – 14:00(with lunch)

60 mins14:00 – 15:00

60 mins15:00 – 16:00

60 mins16:00 – 17:00

Following 2 weeks

For a less complex SGM priority account the anticipated minimum APT workshop duration would be 2 hours. Indicative allocation is:

2 weeks before event

10 mins 30 mins 30 mins 10 mins 20 mins 20 mins Following 1 week


APT Workshop agenda

Section Time

Introductions, agenda and expected results 8:30 – 9:00

Issue refinement: client’s top five issues 9:00 – 11:00

EY relevancy: linking issues to EY services 11:00 – 12:00

Lunch 12:00 – 13:00

EY relevancy: top EY service opportunities 13:00 – 14:00

Relationship mapping 14:00 – 15:00

90 day action plan 15:00 – 16:00

Wrap-up including scheduling of post-event follow-up activities 16:00 – 17:00

*Notes: Event timeline may be scaled based upon size and complexity of the account.Event timeline may be modified based on client participation.


Determining client strategies and related issues exampleKey strategy elements Associated initiatives Related issues/challenges

1. Global expansion to offset weaker demand in mature economies

► Increase sales and distribution capabilities in India and China 2009

► Broader focus includes Eastern Europe, Brazil, and Russia 2010

► Worldwide economic crisis is reducing growth rates in developing nations

► Effective tax structures, especially ability to address implications of tax reform law in China

► Joint venture decisions, agreements and rapid start-up► Increased potential of fraud and corruption► IT infrastructure to support growth of international businesses

2. React to global economic slowdown quicker than competitors; re-align cost structure with demand to maintain competitive pricing while also maintaining current margins

► Reduce SG&A by 20% in 2009► Selective product cuts and full or partial plant shut

downs; divest of non-core businesses► Sell/consolidate real estate► Reduce production costs by 20% over three years► More efficient capital spending, especially IT► Move to shared service centers or outsource

selected functions

► Enterprise cost reduction-evaluate opportunities, establish priorities and timeframes and manage/measure execution

► Improve IT program management (schedule, cost, projected benefits)

► Quickly evaluate and execute on outsourcing and shared service center opportunities

► Divestiture strategy and execution on non-core businesses

3. Increase revenue growth and stability of the business model through further investment/development of the integrated services businesses

► Expand capabilities and achieve 20% growth rate in financing, logistics and aftermarket services businesses

► Increase working capital and cash to allow for additional investment

► Buy or build additional capabilities and business

4. Maximize growth opportunities and establish a leading brand with clean technologies

► Support for mandatory emissions reduction policy, member of US Climate Action Partnership

► Rapid development of engines for machines and vehicles that meet higher EPA standards

► Increase working capital and cash to allow for additional investment

► Options: R&D, joint ventures, acquisitions

5. Maintain corporate reputation and brand during time of major change

► Increased communications and transparency with employees, customers, suppliers, shareholders and other stakeholders on major change decisions and events

► Increased risk management focus on top threats

► Increased fraud and corruption-global expansion► Increased fraud and security issues with job cuts and plant

shut downs► Making the right risk mgmt investments, aligned with changing

risk profile


Determining client strategies and related issues

Key strategy elements Associated initiatives Related issues/challenges

1. • • • •

• • • •

2. • • • •

• • • •

3. • • • •

• • • •

4. • • • •

• • • •


Issue refinementClient’s perspective

IssueShort-term

client impact*Long-term

client impact*

Executive importance(H/M/L)

Overall issue ranking

BRD CEO CFO

*H/M/L impact on growth, cost, competitive position, brand etc


Action Plan

Competition

Strengths and Red Flags

Single EngagementObjective

Buying Influences

Win-ResultsDegree of Influence

Mode/Rating


Linkage to EY servicesTop five issues

Assurance – Assurance - External Audit and Accounting Services Assurance – Fraud, investigations, disputesAssurance – OtherAdvisory – FinanceAdvisory – Supply chainAdvisory – CustomerAdvisory – Risk/Internal audit outsourcing/co-sourcing (non IT related-Rsk)Advisory – Risk/Internal audit outsoucring/co-sourcing (IT related-ITRA) Advisory – Risk/Internal audit transformationAdvisory – Risk Advisory/Actuarial/FSRM Advisory – OtherTax – Business Tax ServicesTax – Human CapitalTax – Indirect TaxTax – International Tax ServicesTax – Transaction TaxTax – OtherTAS – Lead Advisory - Mergers & AcquisitionTAS – Lead Advisory - Project FinanceTAS – Lead Advisory - Transaction Real EstateTAS – RestructuringTAS – Transaction integrationTAS – Transaction SupportTAS – Valuation and Business ModellingTAS – Other

Issue #1




Issue #2




Issue #3




Issue #4




Issue #5


EY service opportunities

Client issue EY servicesEstimated one year revenue potential

Estimated three year revenue potential

Issue 1Effectively managing the overallcost reduction program and effectivelyimplementing various cost reductionprograms

Issue 2Increase working capital and cashfor differential investments in selectedbusinesses as well as new productsand services

Issue 3Buy or build additional capabilitiesand businesses; acquisition analysis andexecution; divesting of non-core businesses

Issue 4Effective global expansion into emerging markets: fraud and corruption risk,JV issues, tax structuring, IT supportinfrastructure

Issue 5Changing and expanding risk profiledue to scope and speed of change. Majorincrease in fraud, corruption, security risk.

Example and class exercise… what EY services align with these client issues?


Relationship mappingService opportunities

Issue/service offerings

Key decision-makers and buyers

Current relationship rating EY owner Improvement plan

EY service opportunity:

• • •

• • •

• • •

• • •


• • •

• • •

• • •

• • •


• • •

• • •

• • •

• • •


• • •

• • •

• • •

• • •


• • •

• • •

• • •

• • •

Ratings: 5 = True 4 = Mostly true 3 = Sometimes true, sometime untrue 2 = Mostly untrue 1 = Untrue


Relationship mappingOther key executives

Ratings: 5 = True 4 = Mostly true 3 = Sometimes true, sometime untrue 2 = Mostly untrue 1 = Untrue

Role Current relationship rating EY owner Improvement plan

Audit Committee Chair

Board Member

Chief Executive Officer

Chief Financial Officer/ Finance Director

Chief Information Officer

Chief Operating Officer

Chief Risk Officer

Controller

Corporate Compliance Officer

Corporate Development Officer

General Counsel/ Legal Counsel

Internal Audit Director

Tax VP/ Director

Other


Client Relationship Scale Individual-to-Individual

CRM scale Description

0 No relationship

Contact may or may not recognize/remember me.

1 Minimal relationship

Contact may recognize me and/or is familiar with me. Not an active relationship. May have done some work, but pushes me down in the organization.

2On-demand/Technical relationship

A project driven or situational relationship where you are typically called upon to help with an immediate requirement or problem. Contact recognizes you for your technical ability and that your offering is as good as or better than your competitors, but there is little personal rapport. Your interaction with Contact is functional and centers on business issues or the requirements at the time. (With this type of relationship, a competitor if seen to be more knowledgeable or cost effective may supplant you.)

3 Business relationship

Consistent and frequent interaction with contact (at least quarterly personal connection); "Will return my calls". Contact sees you as technically knowledgeable and is willing to discuss business issues and/or technical matters with you. Relationship is mutually valued, without hesitation; considered a business relationship with mutual respect. Confidence to pass you business and/or provide you a reference.

4 Strategicrelationship

Contact trusts you and sees you as credible and reliable; considers you authentic, passionate and enthusiastic. Contact will often ask for your advice whether or not it is within your field of expertise as he/she simply values your opinion. Contact sees you as being there to help rather than to sell or simply to perform a service, as Contact usually gains value out of every interaction with you. Because Contact trusts you, they feel comfortable discussing issues with you that they may not with most others. You are a confidante. In sales situations barring procurement requirements or Ch 1 Assurance restrictions, there are no lengthy proposals and rarely an argument about price since Contact believes you treat them fairly.


Rating scale: 5 = True 4 = Mostly true 3 = Sometimes true, sometimes untrue

2 = Mostly untrue 1 = Untrue

Answer each question using the rating scale above. Rating

1 You know your client’s top five business issues and challenges

2 You keep updated on your client’s company, industry and your own contact’s agenda

3 You co-developed a client calendar with your client (series of value-add client interactions)

4 Your client appreciates the diverse ideas you have brought to them and you can validate that

5Your client is extremely satisfied with the services they are receiving. You know this by implementing ASQ enterprise-wide and validating they would recommend EY and you to others.

6 You proactively bring insights and engage in knowledge transfer with your client — benchmarking/industry reports/internal seminars

7You keep the client informed on technical issues affecting their business and they view you as their advisor for insight on technical issues

8 You have a jointly developed and documented client service delivery plan with agreed upon activities and work plans

9 You respond to commitments within 24 hours unless you have communicated otherwise

10 You keep your promises on deadlines and very rarely “surprise” your client

11 You keep your clients sufficiently informed on the progress of an engagement and/or specific deliverable

12 You ask good questions to qualify client issues/opportunities and really listen to what your clients have to say

13You don’t wait for the client to initiate everything: you anticipate and have regularly scheduled meetings to connect and share updates/insights

14 You show an interest in the client beyond the specifics of your technical specialty

15 Your account team contributed to the client’s success and the client has validated this

16 Your account team have security badges/access at the client’s office/access to key executives

Use the key below to rate your success and determine you level of client relationship.

0-10

No relationship

11-26

Minimal relationship

27-43

On-demand / Technical relationship

44-61 Business relationship

62-80 Strategic relationship

Client Relationship ExerciseComplete this exercise to determine your level of client relationship


Our relationship commitmentBuilding a calendar with (XYZ client)

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Board:

CEO:

CFO:

DOT:

IAD:

CDO:


Our relationship commitment (contd)Building a calendar with (XYZ client)


CIO:

Legal:

Controller:

Other:

Other:

Other:


Our relationship commitmentBuilding a calendar with Internal Audit Director


Internal Audit Design Session

X

Current Topic Meetings X X X X

Internal Audit Director Roundtable Events

X X X X

Conduct IA Survey/Review Results

Conduct Survey

Review Results

Global IIA Conference X

Quarterly Service Updates

X X X X


Resource/investment gaps

Account opportunity Current resources Needed resources/investment Estimated revenue impact


90 day action planGo-to-market activities

EY opportunity Action plan Owner Timeline

90 day action plan


90 day action planRelationship activities

90 day action plan

Client executive Action plan EY owner Timeline


Post-workshop follow-up

90 day action plan

1. Next team meeting or call

2. Develop one year revenue plan and three year revenue forecast

3. Develop client calendar and ASQ plan

4. Develop plans to address resource/investment gaps


Opportunity management template

Priority Opportunity

Revenue potentialFollow-up action

itemsEY owner TimeframeOne

YearThree Year

1. • • •

• • •

2. • • •

• • •

3. • • •

• • •

4. • • •

• • •

5. • • •

• • •


SOCIAL STYLE®

90 day action plan

Analytical Style• Slower-paced, slower to act• Makes strong efforts to organize• Shows less concern for relationships• Works in an historical time frame• Takes action cautiously• Tends to avoid personal involvement

Driving Style• Faster-paced• Makes efforts to control• Less concerned for caution in

relationships• Works in the present time frame• Tends to direct the actions of others• Tends to avoid inaction

Amiable Style• Slower-paced • Makes efforts to relate• Shows less concern for

effecting change• Works in the present time frame• Shows supportive action• Tends to avoid conflict

Expressive Style• Faster-paced• Makes efforts to involve• Shows less concern for routine• Works in the future time frame• Tends to act impulsively• Tends to avoid isolation

Asks Tells

Con

trols

Em

ote

s


Expectations of Service Quality (ESQ)

► Download this template from WITM CHS. Use to capture feedback from ESQs.

► ESQs are documented centrally - email completed templates to: [email protected]

http://chas.ey.net/GLOBAL/CKR/GLOBCURTOPCKR.NSF/646309c4a5106dcc8525710800779429/0b67f1083f8cacad4825791e0033a8e1/$FILE/ESQ%20Template%20FY14.xlsb

mailto:[email protected]

Account information template (AIT):Company nameXX Month 201X


AIT: Company name

1.0List the top three trends and top three challenges facing the client’s industry.

Trends

► ► ►

Challenges

► ► ►

2.0 What are the top three initiativesof the CEO?

1.

2.

3.

3.0 What are the top three initiativesof the CFO?

1.

2.

3.


AIT: Company name

4.0 Provide the following information on the client:

4.1

Financial trends over the past two years as well as current cash and tax positions.

Company detailed financials (attach Excel file if applicable):

► ► ►

4.2Any key board member or executive changes within the last year?

► ► ►

4.3 Overview of major international operations.

► ► ►

4.4

Summary of acquisitions and divestitures over the last two years and reasons for buying/selling.

► ► ►

4.5

Summary of any significant risk events or litigation over last two years. Also, is there any legislation or regulation that is impacting or will impact this client?

► ► ►

4.6

Summary of current or planned major corporate initiatives (cost reduction, outsourcing, major capitalprograms, etc.)

► ► ►


AIT: Company name

5.0 EY work history over past 24 months (all major projects)

Project (sample) Fees Client contact EY lead

ASQ results and/or other client feedback on work performed

► ► ► ► ►


AIT: Company name

6.0

What are the top three companies in the client’s peer group (i.e., competitors)? Provide an overview of the EY relationship with these companies and major projects EY has done at those companies over the last 24 months.

Trends EY relationship Major EY projects

1. Company name Example: ► ►

► ►


► ►


► ►


► ►


► ►


Board Cross-Reference Analysis

7.0

Board member Board membershipsAudit committee (yes/no)

EY relationship

Ch1 Ch2

.

AIT: Company name


AIT: Company name

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Account Planning Team Workshop Slides