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Strategic Account Management THE most challenging saes job.
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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