Strategic Account Management

Navyug Mohnot

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QAI Space : Opera3onal Excellence

OPERATIONAL EXCELLENCE
THE HOW
Mckinsey ,
BCG ,
Bain etc

QAI

MicrosoC ,
Oracle
etc

Strategy and Leadership

The What

Opera<onal Excellence
The How

Tools and Implementa<on

Innova3on Management

Service Management

Quality & Process

Management

Human Capability
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Project & Program

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Business Process
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SoCware Process
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IT Services
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SoCware Engineering &

Test Management

BPO Management

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Analysis
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Some Strategic Accounts!

Some mul3 -crore Strategic Accounts. The company we keep!

- Accenture
- HCL Technologies
- CSC
- DeloiXe
- UHG
- Emirates Airlines

2012 QAI India Pvt Ltd

Agenda
What is Strategic Account Management
Best Practices: What Worked, What Didnt
6 Step Process to Strategic Account
Management

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What is Strategic Account Management

1. Focus is on the word-Strategic
2. Sales is not equal to Account Management
3. Account Management is not equal to Key
Account Management
4. Key Account Management is almost Strategic
Account Management

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The Rela3onship Con3nuum

(Acquaintance) (Da3ng) (Live In) and ( Marriage)

Risks
Payos
Commitment
Skin in the Game
Give and take
Time horizon
Exit barriers
Visibility
Stakeholders
Trust
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Strategic Account Management is

From a coordinated overview of an account to a growth,
integrated and a helicopter view
When one rom transac3onal to rela3onal to partnering
Opportunity focused to deep customer understanding.
From a one year plan to a mul3 year plan.
From individual account managers sales plan to a company
level view and strategy for success
From sales role to a orchestra3ng role
From analysis of problem to analysis of clients business
From understanding the customers poli3cs/purchasing to
understanding their growth and markets
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Strategic Account Management

It is not about sales. It is not about
marketing. ( or account
management)
It is like managing a business.

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QAI SAM/KAM Best Prac3ces (1)

Choose the company that you want to keep. Go aCer those.
Two Roles: Delivery and Business. Delivery doesnt carry sales
targets.
All accounts have personal (professional and emo3onal), technical,
business, nancial needs. Know andplay them but be authen3c.
Understand the Customers customer and not just customer
Dont sell! Quality of conversa3ons is key.
Play golf (?), y business class (?), entertain(?), using college and
school networks (?) for Board level access (?)not used
Insist on CEO being involvement. They get it.
Embed. Make switching costs high.
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QAI SAM/ KAM Best Prac3ces (2)

Live in. Da3ng wont do. Get into bed with the customer.
Transac3onal fees to gain-sharing and growth related
compensa3on and fees.
Techies ?! ( oops)- Emo3onalQ, SocialQ, IntelligenceQ,
BusinessQ
SAMs are people with gravitas.
CEOs to own some strategic accounts, if not all.
SAMs must have phenomenal internal standing as well.
SAM is an org change project. Very dicult to get
transac3onal sales func3on to change.
The biggest customers need not be strategic accounts
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End of Solu3on Sales: Harvard
Business Review
Corporate Execu3ve Board study .1,400 B2B customers -nearly 60%

of a typical purchasing decisionresearching
solu3ons, ranking
op3ons, sepng requirements, benchmarking pricing, and so on
with a supplier.
before even having a conversa3on

New sales rep: New customer sets; who are in a state of ux; lead
with insights
Solu3on selling to Insights selling
Recognized needs vs unrecognized needs
What he wants done vs what he should do. Provoke customer.
Find progressive customers.
Solu3on vs Innova3on
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6 Step Process to Strategic Account

Management(and there are many!)
Step 1: Strategic Account Selection
Step 2: Strategic Account Plan
Step 3: Select and Train the Strategic Account Manager
Step 4: Develop an Engagement Plan
Step 5: During the Engagement: Focus on Relationship
Step 6: Record and Review


1. Strategic Account M
anagement: 45th Interna3onal Congress and Conven3on
Associa3on , 2006 , Link :
hXp://www.iccaworld.com/cnt/docs/StrategicAccountManagementJP(2).pdf

2. Implemen3ng Strategic
Account Management at Phillips , Tony M: Strategic

Account Management Associa3on , Link :

hXp://si.mercuri.net/sites/si.mercuri.net/les/Focus%20-%20Account
%20Management.pdf
3. Eec3ve Strategic A ccount Management , MaXhew Allewey , Link :
hXp://www.slideshare.net/malleway/strategic-account-management- INDIA
USA
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Step 1: Strategic Account Selec3on

Look at not only current sales but possible future sales
Segment the customers according to
1. Accounts Performance: Is this account a future
winner for us?
2. Our Performance : Is there a future in this account
for us?
3. Level of partnership : Are they willing to collaborate
with us?
4. Negotiation behavior
Based on the above criteria divide the customers into
different buckets. Those in the top bucket (strategic
assets) are the potential target for strategic account
management
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Step 2: Strategic Account Plan

For each Identified Strategic Account
1. Understand the customer business
2. Find out who are the key decision makers
and their decision making processes
Previous deals
Through friends who work there
3. Create a Business-plan
4. Do a SWOT analysis and see how can you
add more value to the relationship
5. Understand the various opportunities that
exist
6. Take Customer views : What will benefit
them more? What are they looking at?
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Step 3: Select and train the strategic

account manager

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Not a sales role

Need to manage a key account like
managing a business
Business Acumen
Solutioning skills
Effective Communication Skills
Take Customer views : What will benefit
them more? What are they looking at?

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Step 4: Develop an engagement plan

1. Map all customer touch points ( various
players and their decision making
powers)
2. List down all the players who would get
in touch with customer and for what
reasons
Regular engagement at all levels
from Strategic account manager to
senior management
3. Make a Plan detailing that
a) who should meet with whom
b) when should they meet
c) what should they discuss

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Step 5: During the Engagement

Before the engagementBe prepared
with customer pain points and possible
solutions.
But during the
engagement..Listen
Understand what the customer wants.
Be flexible to come up with customized
solutions
Discuss you plan
Get feedback
Always focus on relationship not the
transaction.

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Step 6: Record and Review

1. Record every communication with
customer
2. A review should be done regularly to see
the progress and uncover opportunities
that exist

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Thank You!
navyug.mohnot@qaiglobal.com

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