Implementing your own Account Planning Methodology Featuring SiriusDecisions

Effective Practices in Implementing your
own Account Planning Methodology

© Copyright SiriusDecisions.
All Rights Protected and Reserved.
What You’ll Walk Away With Today
• The importance of “simplicity in design” when it comes
to account planning
• An understanding of the key elements of an account
plan
• Why planning without execution accomplishes
nothing, and how to make insights actionable
2

All Rights Protected and Reserved.4
Solution Vendor SelectionEducation
Makingthe
Selection
SiriusDecisions B-to-B BuyingCycle Framework
Justifying the
Decision
Loosening of
theStatusQuo
Committingto
Change
Exploring
Possible
Solutions
Committingtoa
Solution

Account Plan vs. Opportunity Plan
5
Account Plan Identifies the Macro Strategy…
• Corporate Structure
• Organization Structure
• Buying Centers
• Corporate Strategy
• Current Relationships
• Current Spend
…and Drives Opportunities (Distinct Buying Cycles)
Opportunity A Opportunity B Opportunity C
PIPELINE

Start With The End In Mind
• Understand Why You Are Doing Account Planning
– Retention
– Growth
– Expansion
– Vertical Focus
6

Other Pitfalls: Where Can Enterprise Focus Fall Short?
• Lack of centralized account coordination
perpetuates disconnected executionStructure
• Choosing the wrong accounts makes it
hard to deliver valueSelection
• Expecting resources to change focus
overnight makes execution unreliableTalent
• Expecting full playoff in a short period of
time creates unrealistic expectationsPatience
• Making only superficial “marketecture”
experience upgrades won’t fool anyoneReality
7

Account Planning Separates The High Performers
55.6% of high performing reps reported they regularly
focus on account planning versus only 41.2% of poor
performers.
8

Customer Lifetime Value: B-to-B Example
SiriusPerspective: Understanding the current and potential value of
customers helps b-to-b companies make better resource choices.
Lifetime
Value
Opportunity
Assessment
What is our
relationship like
today?
Who do they buy
from already?
What is the
growth potential?
Cost to acquire
and retain
Revenue and
profit
Typical customer
lifespan
10
Quantitative
estimate
Must be
balanced with
qualitative
assessment
of real-life
potential

Use Quantitative Analysis to Sharpen Your Knives
SiriusPerspective: The goals are straightforward – 1) get a bigger slice of
the existing pie, 2) grow that pie and 3) look for new pies to cut into.
• Three-to-five-year spend
analysis
• Three-to-five-year
opportunity analysis
• Pipeline analysis past
12 months
• Current pipeline
• Current total spend with us
• Current total spend with
others
• Identify buying centers
11

Account Mapping Quadrant Example
12
Quality of Relationship
RevenuePotential
High
Low
Vendor Strategic
Invest ResourcesMove to Strategic if
Possible
Avoid Wasting ResourcesMaintenance Relationship

Assess ‘at Risk’ Accounts
Source: Revegy, Inc.

How Does a Rep Earn a B-to-B Executive’s Trust?
SiriusPerspective: Relationships don’t matter to CXOs as much as
company and industry insight.
4X
Demonstrate deep
expertise about
my industry
Cultivate a
personal
relationship
with me
2X
Demonstrate
deep expertise
about my
company or firm
Show you care
about my success
15

Value Pyramid
16
Corporate
Objectives
Strategic
Initiatives
Critical Issues and
Challenges
Departmental Initiatives
Functional Requirements
Corporate Site
Licenses
User Licenses

Data, Information and Insights
SiriusPerspective: The biggest inhibitor to rep success is inability to link product
benefits to a buyer’s key business drivers and to articulate a clear value message.
17
• Data is freely available to all
• Annual report, 10K, website
• Analysts, journals, thought leaders
• Google, Yahoo finance
• Information comes from “inside
sources”
• Change the conversation
• Built upon homework
• Insight is the ability to take data
and information to create value
• Connect your solutions with business

Components of an Account Plan
Understand the Corporate
Objectives and Goals
Map the Organizational
Structure for Each Buying
Center and Assess
Relationships
Identify Potential
Opportunities and Develop
the Action Plan for Pursuit
19

The Outcome of Planning Are SMART Goals
SiriusPerspective: Without analysis and account-level insights,
enterprise efforts can be set up to fail.
20
Specific:
Quantitative objectives forthe account
Measurable/Attainable:
How will we measure each team member’s
contribution?
Realistic/Time-bound:
What can be done in next 90days?
What is the one yearplan?

We Sell to People. Not Accounts.

Example: Enterprise Planning within SFA
23Source: Revegy, Inc.

Complex Account Planning Process in
Salesforce.comg

Action Plan: Monitor Monthly.

Avoid “Paralysis By Analysis”
27
Thinking is easy, acting is difficult,
and to put one's thoughts into action
is the most difficult thing in the world."
— Goethe

Aligning Marketing and Sales for Execution
SiriusPerspective: Marketing and sales create a symbiotic relationship
with one another and the customer to create a better experience.
28
Sales
Operations
Sales
Training
Process
Skills
Product/Solution
Marketing
Demand
Creation
Field
Marketing
Sales
Enablement Sales
Communications
Requirements
Execution
Marketing Sales
KnowledgeStrategy
Programs and Content Competencies
Competence
and
Confidence

Account Execution Demand Creation Program Allocation
• A sample of high-tech
firms with >60%
revenue from enterprise
accounts (>1,000
employees).
• The four most prevalent
demand creation tactics
are live events, trade
shows, third-party
teleprospecting and
webcasts.
• Account based
marketing shifts dollars
from awareness to
sales enablement
Source: SiriusIndex
20%
15%
12%
11%
7%
7%
6%
5%
4%
4%
3%
3%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100% Trials
Banner ads.
Direct mail
White papers
Association mrktng.
Web-based demos
SEO
Email
Keyword
Webcasts
Third-party tele.
Trade shows
Live events
Enterprise-focused peers
29

Marketing’s Role in Account Planning
SiriusPerspective: Account planning feeds ABM analytics and
links marketing programs back to sales goals and execution.
31
Account status
Account
opportunities
Account objectives
Account strategy
Marketing adds…Sales has…
History, customer
feedback,
product/service portfolio
Data on optimal
combinations,
propensity to buy
Prioritization of
accounts and program
development
Programs to support
goal attainment

Social: Maintaining Collaboration and Support
SiriusPerspective: Collaboration tools enhance a team’s ability to
coordinate efforts and share information.
32

First-Line Managers: Strategic Advisor Role
33

Experience Investment Must Show Specific Returns
SiriusPerspective: Measure short-term activity, mid-term
pipeline, and long-term growth.
35
Near-term metrics Mid-term metrics Long-term metrics
Insight and
Engagement
Development
and Conversion
Results
• Contact Growth
• Account Knowledge
Depth
• Account Reviews
• Activity
• Pipeline: Cross-Sell,
Up-sell
• Renewal vs. Targets
• Competitive wins
• User versus Site
Licenses
• Retention
• Account Growth
• Sales Cycle Impact
• Loyalty Scores
• Advocacy/Brand
Perception

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