Focus Your Sales and Marketing Organization on the Highest Value Accounts
Mark Haubert – President of Tiger Consulting, The Sales and
Marketing Transformation Architect™
Whether you are an owner, investor or executive leader, you need to get the most out of your sales and marketing organization. As you evaluate your team's performance, you might ask yourself the following questions.
- Which accounts offer the best long-term growth potential?
- How should we engage our most important strategic accounts?
- What are the key roles and buyer personas that we should engage?
- What level of focus and attention should we devote to our strategic accounts?
- How can we maximize revenue growth and wallet share with strategic accounts?
With limited sales and marketing resources and virtually
unlimited potential accounts to call on, it is critical to focus the efforts of
your team on the best opportunities to ensure success versus deploying a
shotgun approach. I recommend the following proven 10 steps to develop and implement
a Strategic Account Playbook.
1. Create a Customer
Segmentation Model
This requires that you identify the customers
that best align with your company values and your growth objectives out of all
the potential customers that you can choose to do business with. First, you must
define your Ideal Customer Profile including roughly five to eight demographic
and psychographic criteria. Second, score each of your customers against these
criteria to build a Customer Segmentation Model as outlined in “How to Create a Customer Segmentation Model.”
2. Segment Accounts
The closer customers fit your Ideal Customer
Profile, the more likely you are to enjoy a successful relationship. Also, customer
purchasing preferences should align with your value proposition. Therefore,
sort and rank your customers from best to worst alignment with your Ideal
Customer Profile using a composite score. Then segment your customers into
three groups: Tier 1/Platinum, Tier 2/Gold and Tier 3/Silver. Platinum and Gold
customer groups have the best long-term growth potential or current revenue and
the best fit with your Ideal Customer Profile. You should review and adjust
your customer segmentation each quarter and move accounts up or down from one
group to another based on dynamics in growth potential, Ideal Customer Profile
fit, and strategic account growth success.
3. Define Service Level Focus
by Segment
Determine the level
of focus and effort you will apply to each segment. Essentially, Platinum accounts should get the full court press. You
should assign maximum resource focus and utilization of account management
tools to grow these accounts. The level of focus on Gold accounts should be
determined on a case by case basis. Finally, minimal resource focus, time and
effort should be devoted to Silver accounts since they represent the weakest
growth potential and fit with your Ideal Customer Profile.
4. Build a Team of Account
Managers
First, define the Account Manager job
description based on the competencies, experience, sales process and tools that
you require your Account Managers to possess and utilize. Second, assess the
talent of your current team members against this job description and their
performance using a nine-block grid to identify their current performance
versus their potential. Third, quickly remove “C” players who are low
performers with low potential. Simultaneously, develop an improvement plan for
each “B” player who is moderate in performance and potential. Find a way to
leverage your “A” players who are high performers with high potential to
elevate “B” player performance. Fourth, identify coverage gaps, recruit new experienced
Account Managers, provide onboarding training and coaching, and accelerate
their ramp to maximum performance. Finally, assign an even balance of strategic
Platinum and Gold accounts to each Account Manager.
5. Deploy Methodology, Tools
and Processes
Deploy your purchased or custom-developed sales methodology,
tools and processes. Define an end-to-end sales process and sub-processes to
fit your needs. Sales tools should include account strategies, account
profiles, opportunity action plans, CRM, sales funnel reviews, call planning
tool, social selling and Account Based Marketing.
6. Establish Quotas, Metrics
and Dashboards
Establish revenue or bookings quotas for each
Account Manager that are aggressive, but realistic and based on the assigned strategic
account growth projections. Establish dashboards in your CRM system to provide
real-time visibility of your metrics to Account Managers and sales leaders.
Then conduct monthly, quarterly and annual reviews of the following metrics: revenue
growth, sales funnel health, sales cycle length from qualify date to close date,
wallet share of account spend, lead-to-opportunity-to-sale conversion rates,
and customer satisfaction measured via Net Promoter Score.
7. Communicate the Strategic
Account Playbook internally
First communicate to the sales team why you need
to focus on the highest value customers, the benefits of customer segmentation,
and all components of the Strategic Account Playbook. Then communicate to the rest
of your company a shift towards strategic account focus and the Strategic
Account Playbook to ensure understanding, buy-in and alignment across all
functions. Finally, work to develop a supportive culture.
8. Implement Account
Management Teams
Initiate internal, cross-functional, account
management teams including the account manager, technical and field sales,
marketing, operations, safety, quality, accounting, legal and an executive
sponsor. Start with a smaller core group and bring others in later as needed.
Conduct a kickoff meeting with the core team to reiterate the account
management process and to communicate team objectives and individual
responsibilities. Then review the Account Profile and Account Strategy
documents to communicate where you are today, where you are trying to go with
the account, and the strategy and tactics to get there. Review the account
sales funnel and key Opportunity Action Plans, updating all tools with feedback
from the team. Finally, compile an action plan with specific actions, assignments
and due dates. Account team meetings should then be conducted quarterly to
review progress and to adjust the strategy and tactics to achieve the desired
objectives.
9. Initiate Business
Performance Reviews
Sales leadership should propose that key members
of Platinum accounts meet with key members of the supplier’s team on a periodic
basis to discuss performance and to identify improvement opportunities to
strengthen the relationship. If the customer is interested, Business
Performance Reviews (BPRs) may be scheduled on a quarterly, semi-annual or
annual basis. If the customer is not interested in a formal group meeting, the
Account Manager should conduct informal BPRs with key influencers in periodic
one-on-one meetings. The agenda for BPRs should include the following topics: safety
performance and corrective actions, product and service quality, operational activity
and performance, innovation, customer feedback and improvement opportunities.
10. Initiate Continuous
Improvement
Once the Strategic Account Playbook has been
implemented, a cadence of continuous improvement should be implemented. A good
starting point is to conduct a comprehensive Sales Maturity Diagnostic survey
according to my blog, “How to Build a High-Performing Sales and Marketing Team.” This will allow you to establish a baseline of performance
against best practices, to identify your current strengths and to identify the most
impactful improvement opportunities for your sales and marketing organization. You
can then develop and implement a short, medium and long-term maturity
transformation/continuous improvement plan to develop a high-performing sales
and marketing team.
Please comment on your own Strategic Account
Playbook best practices and share this blog with your colleagues.
Implementing a Strategic
Account Playbook isn’t easy. Visit our website www.tiger-llc.com to request a strategic account evaluation for your team. Mark Haubert is President of Tiger Consulting, a management consulting firm that helps companies to build high-performing
sales teams and to implement strategic marketing plans to maximize growth. His experience spans sales and marketing executive
leadership across small, mid and enterprise companies in the energy industry. Contact Mark at 713-249-4604 or mhaubert@tiger-llc.com.
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