Account Planning Team Workshop Slides

Account Planning Team
(APT) Workshop
Master slides/boards
April 2014
Goals of the Account Planning Team

Workshop
Accelerate the implementation of the firms vision and strategy on our priority accounts
by:
Gaining a better appreciation for the clients strategy, initiatives and issues
Developing a deeper understanding of how the firms services align to the clients business drivers
and most important issues
Creating EY Solutions across service lines
Developing a plan for our team to work together in an integrated fashion and position EY as a trusted
business advisor at the client
Page 2
Account Planning Team Workshop
Timeline and process

Preparation
Kick off
Select team
Introductions
Create info
Review
package and
Objectives
send out as pre Agenda
read
Expected results
Conduct pre
workshop client
meetings
Pre-populate
client issues
board
Issue refinement
Review
Key strategy
elements
Major client
initiatives
Client
issues/challenge
Agree on Clients
top 5 issues
EY Relevancy
Link client issues
Bundle services into
comprehensive
solutions to create
competitive
advantage
Quantify and
prioritize top EY
opportunities
Relationship map 90 day action plan
Wrap up
Post workshop
follow up
Identify key
Action plan to
Reinforce
Develop 1 and 3
relationships and
address top revenue expectations
year revenue plans
buyers
opportunities
regarding 90 day
Identify investment
action plan and
Assess quality of
Action plan to
gaps and plans to
schedule next team
current relationships address top
address
meeting
relationship
Assign EY
Develop Client
enhancement
Schedule meetings
relationship owners
Calendar and ASQ
opportunities
to follow up on post
plan
Client calendar
event activities
assignments
Workshop timeline may be scaled based upon size and complexity of the account. For a more complex SGM account a full day workshop may run as follows:
1 month before
event
30 mins
8:30 9:00
120 mins
9:00 11:00
120 mins
12:00 14:00
(with lunch)
60 mins
14:00 15:00
60 mins
15:00 16:00
60 mins
16:00 17:00
Following 2 weeks
For a less complex SGM priority account the anticipated minimum APT workshop duration would be 2 hours. Indicative allocation is:
2 weeks before
event
10 mins
30 mins
30 mins
10 mins
te: Workshop timeline may be scaled based upon size and complexity of the account.
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20 mins
20 mins
Following 1 week
APT Workshop agenda

Section
Time
Introductions, agenda and expected results
8:30 9:00
Issue refinement: clients top five issues
9:00 11:00
EY relevancy: linking issues to EY services
11:00 12:00
Lunch
12:00 13:00
EY relevancy: top EY service opportunities
13:00 14:00
Relationship mapping
14:00 15:00
90 day action plan
15:00 16:00
Wrap-up including scheduling of post-event follow-up activities
16:00 17:00
Notes: Event timeline may be scaled based upon size and complexity of the account.
Event timeline may be modified based on client participation.
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Determining client strategies and related

issues example
Key strategy elements
Associated initiatives
Related issues/challenges
1. Global expansion to offset

weaker demand in mature
economies
Increase sales and distribution capabilities in India

and China 2009
Broader focus includes Eastern Europe, Brazil, and
Russia 2010
2. React to global economic

slowdown quicker than
competitors; re-align cost
structure with demand to
maintain competitive pricing
while also maintaining
current margins
Reduce SG&A by 20% in 2009

Selective product cuts and full or partial plant shut
downs; divest of non-core businesses
Sell/consolidate real estate
Reduce production costs by 20% over three years
More efficient capital spending, especially IT
Move to shared service centers or outsource
selected functions
3. Increase revenue growth and

stability of the business
model through further
investment/development of
the integrated services
businesses
4. Maximize growth
opportunities and establish a
leading brand with clean
technologies
Support for mandatory emissions reduction policy,

member of US Climate Action Partnership
Rapid development of engines for machines and
vehicles that meet higher EPA standards
5. Maintain corporate reputation

and brand during time of
major change
Increased communications and transparency with

employees, customers, suppliers, shareholders and
other stakeholders on major change decisions and
events
Increased risk management focus on top threats
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Expand capabilities and achieve 20% growth rate in

financing, logistics and aftermarket services
businesses
Worldwide economic crisis is reducing growth rates in

developing nations
Effective tax structures, especially ability to address
implications of tax reform law in China
Joint venture decisions, agreements and rapid start-up
Increased potential of fraud and corruption
IT infrastructure to support growth of international businesses
Enterprise cost reduction-evaluate opportunities, establish
priorities and timeframes and manage/measure execution
Improve IT program management (schedule, cost, projected
benefits)
Quickly evaluate and execute on outsourcing and shared
service center opportunities
Divestiture strategy and execution on non-core businesses
Increase working capital and cash to allow for additional

investment
Buy or build additional capabilities and business
Increase working capital and cash to allow for additional

investment
Options: R&D, joint ventures, acquisitions
Increased fraud and corruption-global expansion

Increased fraud and security issues with job cuts and plant
shut downs
Making the right risk mgmt investments, aligned with changing
risk profile
Determining client strategies and related

issues
Key strategy elements
Associated initiatives
Related issues/challenges
1.
2.
3.
4.
Page 6
Issue refinement
Clients perspective
Executive importance
Issue
Short-term
Long-term
client impact* client impact*
BRD
*H/M/L impact on growth, cost, competitive position, brand etc
Page 7
(H/M/L)
CEO
CFO
Overall issue
ranking
Single Engagement
Objective
Competition
Mode/Rating
Buying Influences
Degree of Influence
Win-Results
Action Plan
Strengths and
Red Flags
Page 8
Linkage to EY services
Top five issues
Issue #1
Assurance Assurance - External Audit and Accounting Services
Assurance Fraud, investigations, disputes
Assurance Other
Advisory Finance
Advisory Supply chain
Advisory Customer
Advisory Risk/Internal audit outsourcing/co-sourcing (non IT related-Rsk)
Advisory Risk/Internal audit outsoucring/co-sourcing (IT related-ITRA)
Advisory Risk/Internal audit transformation
Advisory Risk Advisory/Actuarial/FSRM
Advisory Other
Tax Business Tax Services
Tax Human Capital
Page 9
Tax Indirect
Tax Planning Team Workshop
Account
Top five issues
Issue #2
Assurance Other
Advisory Finance
Advisory Customer
Advisory Other
Tax Human Capital
Page 10
Tax Indirect
Account
Top five issues
Issue #3
Assurance Other
Advisory Finance
Advisory Customer
Advisory Other
Tax Human Capital
Page 11
Tax Indirect
Account
Top five issues
Issue #4
Assurance Other
Advisory Finance
Advisory Customer
Advisory Other
Tax Human Capital
Page 12
Tax Indirect
Account
Top five issues
Issue #5
Assurance Other
Advisory Finance
Advisory Customer
Advisory Other
Tax Human Capital
Page 13
Tax Indirect
Account
EY service opportunities
Example and class exercise what EY services align with these client issues?
Client issue
EY services
Estimated
Estimated
one year revenue potential three year revenue potential
Issue 1
Effectively managing the overall
cost reduction program and effectively
implementing various cost reduction
programs
Issue 2
Increase working capital and cash
for differential investments in selected
businesses as well as new products
and services
Issue 3
Buy or build additional capabilities
and businesses; acquisition analysis and
execution; divesting of non-core businesses
Issue 4
Effective global expansion into
emerging markets: fraud and corruption risk,
JV issues, tax structuring, IT support
infrastructure
Issue 5
Changing and expanding risk profile
due to scope and speed of change. Major
increase in fraud, corruption, security risk.
Page 14
Service opportunities
Issue/
service offerings
Key decision-makers
and buyers
Current
relationship rating
EY owner
Improvement plan
EY service
opportunity:
EY service
opportunity:
EY service
opportunity:
EY service
opportunity:
EY service
opportunity:
Ratings: 5 = True 4 = Mostly true 3 = Sometimes true, sometime untrue 2 = Mostly untrue 1
= Untrue
Page 15
Other key executives
Role
Current relationship rating
EY owner
Improvement plan
Audit Committee Chair

Board Member
Chief Executive Officer
Chief Financial Officer/ Finance Director
Chief Information Officer
Chief Operating Officer
Chief Risk Officer
Controller
Corporate Compliance Officer
Corporate Development Officer
Ratings: 5 = True 4 = Mostly true 3 = Sometimes true, sometime untrue 2 = Mostly untrue 1
= Untrue
General Counsel/ Legal Counsel

Internal Audit Director
Page 16
Tax VP/ Director
Client Relationship Scale

Individual-to-Individual
CRM scale
0
1
Description
No
Contact may or may not recognize/remember me.
relationship
Minimal
Contact may recognize me and/or is familiar with me. Not an active relationship. May have
relationship done some work, but pushes me down in the organization.
A project driven or situational relationship where you are typically called upon to help with
an immediate requirement or problem. Contact recognizes you for your technical ability and
that your offering is as good as or better than your competitors, but there is little personal
rapport. Your interaction with Contact is functional and centers on business issues or the
requirements at the time. (With this type of relationship, a competitor if seen to be more
knowledgeable or cost effective may supplant you.)
Ondemand/
Technical
relationship
Consistent and frequent interaction with contact (at least quarterly personal connection);
"Will return my calls". Contact sees you as technically knowledgeable and is willing to
Business
discuss business issues and/or technical matters with you. Relationship is mutually valued,
relationship
without hesitation; considered a business relationship with mutual respect. Confidence to
pass you business and/or provide you a reference.
Contact trusts you and sees you as credible and reliable; considers you authentic,
passionate and enthusiastic. Contact will often ask for your advice whether or not it is within
your field of expertise as he/she simply values your opinion. Contact sees you as being there
Strategic
to help rather than to sell or simply to perform a service, as Contact usually gains value out
relationship of every interaction with you. Because Contact trusts you, they feel comfortable discussing
issues with you that they may not with most others. You are a confidante. In sales situations
barring procurement requirements or Ch 1 Assurance restrictions, there are no lengthy
proposals and rarely an argument about price since Contact believes you treat them fairly.
Page 17
Client Relationship Exercise

Complete this exercise to determine your level of client relationship
Rating scale: 5 = True
4 = Mostly true
3 = Sometimes
true, sometimes
untrue
2 = Mostly untrue
1 = Untrue
Answer each question using the rating scale above.

1
10
11
You know your clients top five business issues and challenges
You keep updated on your clients company, industry and your own contacts agenda
You co-developed a client calendar with your client (series of value-add client interactions)
Your client appreciates the diverse ideas you have brought to them and you can validate that
Your client is extremely satisfied with the services they are receiving. You know this by implementing ASQ enterprise-wide and
validating they would recommend EY and you to others.
You proactively bring insights and engage in knowledge transfer with your client benchmarking/industry reports/internal seminars
You keep the client informed on technical issues affecting their business and they view you as their advisor for insight on technical
issues
You have a jointly developed and documented client service delivery plan with agreed upon activities and work plans
You respond to commitments within 24 hours unless you have communicated otherwise
You keep your promises on deadlines and very rarely surprise your client
You keep your clients sufficiently informed on the progress of an engagement and/or specific deliverable
Page 18
You ask good questions to qualify client issues/opportunities and really listen to what your clients have to say
Rating
Our relationship commitment

Building a calendar with (XYZ client)
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Board:
CEO:
CFO:
DOT:
IAD:
CDO:
Page 19
Sep
Oct
Nov
Dec
Our relationship commitment (contd)

Building a calendar with (XYZ client)
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
CIO:
Legal:
Controller:
Other:
Other:
Other:
Page 20
Sep
Oct
Nov
Dec
Our relationship commitment

Building a calendar with Internal Audit Director
Jan
Internal Audit
Design Session
Feb
Apr
May
Jun
Sep
Oct
Nov
Dec
Conduct
Survey
Review
Results
Global IIA Conference
Page 21
Aug
Conduct IA
Survey/Review Results
Quarterly Service
Updates
Jul
Current Topic Meetings

Internal Audit Director
Roundtable Events
Mar
Resource/investment gaps
Account opportunity
Page 22
Current resources
Needed resources/investment
Estimated revenue impact
90 day action plan

Go-to-market activities
EY opportunity
Page 23
Action plan
Owner
90 day action plan
Timeline
90 day action plan

Relationship activities
Client executive
Page 24
Action plan
EY owner
90 day action plan
Timeline
Post-workshop follow-up
1.
Next team meeting or call
2.
Develop one year revenue plan and three year revenue forecast
3.
Develop client calendar and ASQ plan
4.
Develop plans to address resource/investment gaps
Page 25
90 day action plan
Opportunity management template

Revenue potential
Priority
Opportunity
One
Year
Three
Year
Follow-up action
items
1.
2.
3.
4.
5.
Page 26
EY owner
Timeframe
Analytical Style
Slower-paced, slower to act
Makes strong efforts to organize
Shows less concern for relationships
Works in an historical time frame
Takes action cautiously
Tends to avoid personal involvement
Controls
SOCIAL STYLE
Driving Style
Faster-paced
Makes efforts to control
Less concerned for caution in
relationships
Works in the present time frame
Tends to direct the actions of others
Tends to avoid inaction
Tells
Amiable Style
Slower-paced
Makes efforts to relate
Shows less concern for
effecting change
Works in the present time frame
Shows supportive action
Tends to avoid conflict
Page 27
Emotes
Asks
Expressive Style
Faster-paced
Makes efforts to involve
Shows less concern for routine
Works in the future time frame
Tends to act impulsively
Tends to avoid isolation
90 day action plan
Expectations of Service Quality (ESQ)
Download this template from WITM CHS. Use to capture feedback from ESQs.
ESQs are documented centrally - email completed templates to: esq.feedback@ey.com
Page 28
Account information template

(AIT):
Company
name
XX Month 201X
AIT: Company name

Trends
List the top three trends and top

1.0 three challenges facing the
clients industry.
Challenges
1.
2.0
What are the top three initiatives

of the CEO?
2.
3.
1.
What are the top three initiatives

3.0
of the CFO?
2.
3.
Page 30
AIT: Company name

4.0 Provide the following information on the client:
Financial trends over the past two
years as well as current cash and
4.1 tax positions.
Company detailed financials (attach Excel

file if applicable):
Any key board member or

4.2 executive changes within the last
year?
Overview of major international

4.3
operations.
Summary of acquisitions and

divestitures over the last two
4.4
years and reasons for
buying/selling.
Summary of any significant risk

events or litigation over last two
4.5 years. Also, is there any legislation
or regulation that is impacting or
will impact this client?
Summary of current or planned

major corporate initiatives (cost
4.6 reduction, outsourcing, major
capital
programs, etc.)
Page 31
AIT: Company name

5.0 EY work history over past 24 months (all major projects)
Project (sample)
Fees
Client contact
ASQ results and/or other client feedback on work performed
Page 32
EY lead
AIT: Company name

Trends
EY relationship
Major EY projects
1. Company name
Example:
2. Company name
What are the top three companies

3. Company name
in the clients peer group (i.e.,
competitors)? Provide an overview
6.0 of the EY relationship with these
companies and major projects EY
4. Company name
has done at those companies over
the last 24 months.
5. Company name
Example:
Example:
Example:
Example:
Page 33
AIT: Company name

Board Cross-Reference Analysis
Board member
Board memberships
Audit
committee
(yes/no)
7.0
Page 34
EY relationship
Ch1
Ch2
AIT: Company name

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Account Planning Team

Goals of the Account Planning Team

Account Planning Team Workshop

Timeline and process

Relationship map 90 day action plan

Account Planning Team Workshop

APT Workshop agenda

Introductions, agenda and expected results

Issue refinement: clients top five issues

EY relevancy: linking issues to EY services

EY relevancy: top EY service opportunities

90 day action plan

Wrap-up including scheduling of post-event follow-up activities

Account Planning Team Workshop

Determining client strategies and related

1. Global expansion to offset

Increase sales and distribution capabilities in India

2. React to global economic

Reduce SG&A by 20% in 2009

3. Increase revenue growth and

Support for mandatory emissions reduction policy,

5. Maintain corporate reputation

Increased communications and transparency with

Expand capabilities and achieve 20% growth rate in

Worldwide economic crisis is reducing growth rates in

Increase working capital and cash to allow for additional

Increase working capital and cash to allow for additional

Increased fraud and corruption-global expansion

Account Planning Team Workshop

Determining client strategies and related

Account Planning Team Workshop

*H/M/L impact on growth, cost, competitive position, brand etc

Account Planning Team Workshop

Account Planning Team Workshop

Account Planning Team Workshop

Account Planning Team Workshop

Current relationship rating

Audit Committee Chair

General Counsel/ Legal Counsel

Tax VP/ Director

Account Planning Team Workshop

Client Relationship Scale

Account Planning Team Workshop

Client Relationship Exercise

Answer each question using the rating scale above.

Account Planning Team Workshop

Our relationship commitment

Account Planning Team Workshop

Our relationship commitment (contd)

Account Planning Team Workshop

Our relationship commitment

Global IIA Conference

Current Topic Meetings

Account Planning Team Workshop

Account Planning Team Workshop

Estimated revenue impact

90 day action plan

Account Planning Team Workshop

90 day action plan

90 day action plan

Account Planning Team Workshop

90 day action plan

Next team meeting or call

Develop client calendar and ASQ plan