IMMERSION COURSE - B2B MARKETING/ KEY ACCOUNT MANAGEMENT IN PRACTICE

Srini Annamaraju / TCS UK Banking Solutions Executive

Introduction/Course Description

Course -B2B Marketing / Key Account Management Invariably all business school graduates specialising in

Marketing (if not other specialisms) either end up in consumer marketing or in industrial/ institutional/ business-to-business marketing

This brief immersion course addresses the latter – identifying, creating, selling and executing services and solutions between institutions

This course should be useful to all who would manage and grow multi-million dollar global businesses with their clients typically as a client facing director

I expect PGDM students to enter at a Account Manager level for a specific portfolio/ region / business line, and work their way up to manage a large account globally, eventually. Alternatively they are usually assigned a small but growth oriented account to challenge them to grow it

In either of the above cases, this course should be handy We will use theoretical concepts only if required, the accent will

be on practical experience sharing, and to possibly reduce the learning curve when inducted into a role

Objectives and Results

Objectives Present a practitioner’s view of b2b marketing esp KAM Enable the student to appreciate real life complexities Hopefully help ease the learning curve to succeed earlier in a new role

Results Appreciation of key issues and conceptual models to assess demand,

supply in a b2b marketing context Be able to hit the ground running Hopefully excite some of the students to take up this career

Skills developed Business planning Client engagement skills Client solutioning Financial and operational goal management Large team management / HRM

Schedule – 1/3

Session

Topic Discussion

1 Career as a B2B marketer (1.5 hours)

• What exactly is the Role?• Why is it key for the client? For your employer?• What typically is the environment inside the client? Inside your

organization?• What forces are at play (competition, other non-competing

players, industry analysts etc)?• Importance of relationships• Are you designed for the role?• Risks and rewards• Personal experience sharing

2 Strategic view – understanding a

revenue portfolio (1.5 hours)

• The 30,000 ft view • Is there anything like a ideal revenue portfolio mix? What does

‘good’ look like? Why?• Seller’s Revenue portfolio view Vs. Buyer’s Supplier portfolio

view – two views• Identifying the ‘Stars, Cash cows, Dogs, Question marks’ from

the portfolio • How do we dynamically grow, cull, maintain the portfolio?

Some best practices.• How do we “add” new accounts to the portfolio? Can we be

prescient in doing so, to avoid culling them later?• CXO view• Personal experience sharing

3 Strategic expectations – Client side & Service

Provider side (1.5 hours)

•Client side expectations – value propositions, value for money, value in relationships, value in scale / niche / variety, etc.•Service provider side expectations – aspirations towards revenue growth, margins, employee aspirations, industry reference ability, etc•As a global account owner, how do you ‘marry’ both the above?

Schedule – 2/3

Session

Topic Discussion

4 Business planning for your account

1.5 Hours

• What is a good business plan? Long-term account plan vs. annual plan

• Inward focused BP vs Client focused BP • BP for an existing large client vs. BP for a high potential ‘new’

client• Using the past to create a new future – using historical lessons

to avoid repeating history• Is client buy-in required for your BP?• Must-haves in a plan; Analyzing an account• Reflecting the Industry / domain/ offerings knowledge in the

plan• Competition strategies in your business plan• Dynamically morphing the BP to reflect industry and client

conditions• Experience sharing

5 Case study 1.5 hours

• Discuss a case study that reflects the subjects discussed so far

6 Revenue planning for your account – tactical

and strategic1.5 hours

• Offerings/ products – “4 P’s” and how to position, assuming there are rules!

• What does a offering mean to the client – at various levels in their org?

• Bundling offerings, revenue models and increasing levels of maturity possible

• “Pipeline building vs Bucket carrying “• Opportunity pipeline management – managing the funnel –

process rigor vs. entrepreneurial freedom• Meeting the quotas – demand creation vs demand capture • Is there something like a ‘bad’ revenue?• Experience sharing

Schedule – 3/3

Session Topic Discussion

Profitability (margin) planning for your

account 1.5 hours

• Margin factors – internal expectations – managing the margin lifecycle internally

• Margin factors – client side – showing your hand? Seeing their hand?

• Trade off decisions – margin vs volume vs revenue realisation vs expansion to other areas vs …..

• Drawing out investments to make from margins being made• Is negative margin necessarily bad?

8 Using alliance partners (even competition) to

build integrated solutions for clients

1.5 hours

• The new world• Models of interaction with alliance partners • Delivering “in formation” – role of a guardian vendor• Client as an alliance partner - Collaborating financially and

operationally with a client – JV / Risk-reward models,, etc• Platform solutions as a key example of allianced deliveries • Building alliance partnerships specific to a client – exhibitions,

conferences etc

9 Case study 1.5 hours

• An integrative case study reflecting all topics covered

About Srini

Srini Annamaraju is a senior executive, based in London, with a global remit to lead a $150 Million, Banking & Financial Services business unit, with P&L, Business Growth & Change responsibility, in TCS. In his last 8 years in the company, he has risen to be a member of the Firm’s executive forum comprised of the 14 senior-most business unit leaders in the Banking and Financial Services business unit in the company ($3 Billion+ revenue, 35K consultants). His current role is focused on making his Banking & Financial Services clients successful in their business, through leading a senior team that offers Consulting, IT and Business solutions. Srini is a Mechanical Eng. BS (1990) graduate with an MBA in Finance & Marketing (1992). He has contributed over the last two decades in the areas of management consulting, corporate functions, sales & marketing and P&L management.

Expertise Areas: Winning large multi-year client business programmes; Strategic Planning; Outsourcing and Target operating model execution; Key Account Management; Turning around large business portfolios; Account portfolio management; IT solutions side of M&A; Spin offs and Separation business cases; Platforms-led solutions; Strategic alliances (Services, Product, System Integration); Change management; Business and IT-led transformation models; Non-linear IT and Business solutions; Full-service solution implementations; New-world commercial models, etc.