Identify and avoid risks, barriers, and limitations
Align and execute a goal-based strategy for mutual success
Section 1: Business Overview
The most effective account managers and sales teams understand their customer’s narrative. They ask value-focused questions to get to the root of their customer’s business objectives, internal and external challenges, and industry landscape.
This questioning and learning must be an ongoing exercise. Objectives and goals are ever-changing, and customers often reposition their value in the face of new technology or market shifts.
In this section, summarize the following:
Define your customer’s vision/strategy
Outline the vital numbers
Number of employees
Section 2: Key Business Initiatives
As former FBI hostage negotiator Chris Voss outlines in his book Never Split the Difference, all successful negotiations begin with listening. To develop a value-based action plan, you need to discover what your customer values most.
By focusing on your customers’ value expectations, you create opportunities to grow customer relationships that are more strategic in nature, which safeguards against competition while increasing customer loyalty.
Ask questions that will reveal your customer’s:
Key performance indicators (KPIs)
Section 3: Customer Relationship Landscape
When it comes to understanding your customer relationship landscape, Mike Broomfield, Managing Director of Intellegentia, says, "When working on complex deals with multiple decision-makers, it’s difficult sometimes to see the ‘wood for the trees’ unless you have a clear view and understanding of the org chart and who the players are."
This is also true for expanding key accounts. The decision-maker role might change depending on product, budget, and influence.
To create a robust customer relationship landscape, ask the following questions:
What job titles am I targeting?
Does the company have the right ones for my product?
Your customer relationship landscape should include:
Relationship map (org chart)
Customer value scorecard
Net promoter score (NPS)
Section 4: Customer Products and Revenues
Today’s customer desires a strategic partner to deliver value across their organization. In this section, list and describe where you are currently adding value, analyze the ROI of that value, and identify gaps in the value chain.
Include the following information:
Current sales performance
Current margin performance
Wins or losses over the last 12 months
Section 5: Competitor Analysis
Performing a competitive analysis for your customer may not seem to provide high value to your sales team, but remember: Your goal is to move from a transactional relationship to a strategic partnership. Only when you understand your customer’s challenges can you help them differentiate their own products and services.
List your customer’s:
Section 6: Buying Process and Selling Points
Businesses don’t buy products or services — people do. Expand on your org chart from Section three to include personal motivations and decision criteria, and plot your value-based selling points to specific members of your customer’s organization.
The goal of a trusted advisor should not be to fit a product into an empty slot; rather, your focus should be to understand how your key selling points match each decision-maker’s goal.
Identify each of the following:
Key decision criteria
Key selling points
Section 7: Relationship Goals and Strategy
Before an account manager can move the customer relationship forward, they must first establish their relationship baseline. Set your starting position. Be open and honest about your current relationship status.
Using the org chart from Section three and the motivations from section six, determine which relationship target has the greatest opportunity for engagement, focusing on those who can provide the most productive outcomes for the customer’s business and your own.
Section 8: Sales Opportunities, Targets, and Risks
Once you’ve documented your customer’s objectives, motivations, and key relationships, determine the products/services that will help them attain their goals. List revenue goals and identify blockers — both internal and external — to shared-value realization.
In this section, it can be easy to gloss over the final bullet — operational restrictions. However, this exercise can illuminate friction in service/product delivery and reveal opportunities for automation and processes that can impact your entire book of business.
Although there may be many value-add opportunities, narrow your focus to a small subset. Move the needle one position at a time.
Determine which team members will own which task, what resources will be required to achieve these tasks, and agree upon accountability measures.
Ensure your action plan contains:
Top five objectives
Map critical resources
Assign tasks and key owners
Section 10: Plan Review
Discuss value co-creation with your customer. Ensure you have defined and prioritized value opportunities correctly, and work with them to provide relevant materials or resources to secure buy-in.
Engage the customer in a collaborative role to establish:
Review process, timeline, and next steps
Supporting Account Planning with Account-Based Marketing Software
Resources for ABM setup
A high-quality ABM software generally features tools and resources to help you to establish a solid foundation for an account planning strategy — typically rooted in defining and understanding your ideal customer profiles (ICPs).
It might also contain features that cover both company and contact properties, giving you pictures of both the businesses you're trying to target and the individual decision-makers you need to reach. Other tools — like workflow templates for building and maintaining your ICPs — can also be a big help for successful account planning.
Team cohesion and operational visibility can be crucial to effective account planning. You want everyone involved in your ABM strategy to be on the same page when it comes to target accounts. Features like shared dashboards for sharing pertinent information about target accounts can be solid assets to sustaining well-oiled account planning as time goes on.
Personalization and engagement
The fundamental basis of ABM, as a concept, is personalization. It's a process rooted in understanding and approaching individual accounts on terms that will resonate with the prospects and customers behind them, specifically.
Features designed for compiling lists of target companies with similar characteristics can help you group like-minded companies and contacts for streamlined outreach. Some types of ABM software allow you to send ads to influencers within your targeted accounts across certain platforms — typically LinkedIn.
Resources that allow you to engage with those targeted lists via email can also add value to your account planning efforts. One way or another, it's always in your best interest to reach your target accounts in ways that suit their unique values and characteristics. Finding software to simplify that process can make your outreach more robust without losing focus.
Tracking and measuring efforts
Account planning isn't a static process. You need to constantly be looking for ways to modify your strategy as you interact with more customers. That's why resources to track the efficacy of your efforts are crucial.
Target account reporting libraries can help you keep tabs on target accounts. Solid ABM software often includes resources that let you review internal stakeholders within your target companies — allowing you to see who's supporting, blocking, or influencing your efforts.
It also helps to have visibility into the various different interactions your business has with a target company. Some types of ABM software allow you to monitor activity like emails, meetings, and logged calls. Tools like that allow you to understand where and how your outreach and planning could be improved.
After seeing everything that goes into creating an effective account plan, you may be thinking, Wow, that seems like a lot of work!
Account-based marketing takes time, but the rewards are massive.
Given the scope of the benefits ABM can offer a business, it’s no wonder that organizations across the world are adopting this effective, value-based approach. Don’t get left behind. Give some thought to investing in ABM software or give the provided template a shot. You stand to get a lot of mileage out of either option.
Editor's note: This post was originally published inJuly 7, 2019 and has been updated for comprehensiveness.
Originally published Jul 1, 2020 3:45:00 PM, updated July 08 2020