AMF Course Presentation M3-S8 1.0 FD HO - Oct

A
Leonard Rau netvisors

The Entrepreneur's Entrepreneur

Account Management Formula
A Leonard Raus
How to increase Share-of-Wallet by 10%

Module 3 / Session 8
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A Leonard Rau netvisors

Recaps and Reminders

Your AMF Journey 1

MODULE 1: LEAD
Introductory Module
Session 1:
Managing your Account
Session 2:
Managing your Opportuni@es
Session 3:

Managing the Pipeline

Rela@onship Management

Your AMF Journey 2

MODULE 2: SHAPE
Session 4: Group Coaching on Live Opportuni@es I
+ Opportunity Genera@on / Idea Produc@on

Session 5: Group Coaching on Live Opportuni@es II
+ Shaping & Closing the right Deals
Session 6:

Group Coaching on Live Opportuni@es III

+ Nego@a@on Skills

Your AMF Journey 3

MODULE 3: CLOSE
Session 7:

Group Coaching on Live Opportuni@es IV

+ The Buyers perspec@ve
Session 8:

Group Coaching on Live Opportuni@es V

+ Managing the C-Suite
Session 9:

Session 10:

Group Coaching on Live Opportuni@es VI

+ Professional Cold Calling
Group Coaching on Live Opportuni@es VII
+ Wrap Up

The central challenges

Securing and managing resources
Nego@a@on
Building rela@onships
Qualifying Leads
Developing the account
Account Management:
General methods, tools, and techniques

A combined experience
Listen
+
Prac@ce
+
Share

Timing
Learning
90 Minutes
B R E A K
Applica@on
10 Minutes
90 Minutes
10 Minutes
B R E A K
Coaching
60 Minutes
Wrap Up
10 Minutes


5 Con@nuous Ac@ons
1 Study your clients website regularly
2 If they are listed, read annual reports and interim reports
3 Follow / Like the company on LinkedIN and Facebook
4 Join an industry group on LinkedIN
5 hhps://www.google.com/alerts#
BOOK TIME FOR THIS ONCE PER WEEK

5 Immediate Ac@ons M1/S1

1 Secure the M&S and defend protability
2 Priori@se your @me: secure run rate, win the hot deals
3 Meet the client and iden@fy new ways to help on
running projects
4 Schedule your client visits (1 per month)
5 Determine the most important and the most urgent
problem the client has and oer immediate help


1 Priori@se your opportunites according to the sweet
spot matrix
2 Stop working on the deals you cannot win
3 Develop an opportunity plan for the Top 3 opportuni@es
4 Start basic work on rela@onships (meet people and show
interest)
5 Decide on a selling strategy, implement the ac@ons
rigorously, and LEARN


1 Analyse your GAP and your Pro-rata monthly target
2 Communicate and take ac@on
3 Weed out bad opportuni@es
4 Create an ID Pentagon for your most important contact
5 Send the rst IESIE content and ask for feedback


1 Check a current proposal. Is it compelling?
2 Integrate an alterna@ve charging mechanism
3 Try out various closing techniques
4 Check your rela@onship status and improve it
5 Update your ac@on plans


1 Set your objec@ves for your most important nego@a@on
2 List all your tradables
3 Determine their priori@es
4 Determine your nego@a@ons strategy
5 Review: what did you do well? What needs improvement?


1 Decide if you can develop your account
2 Determine the strategy: Hold, Build, Grow
3 Ask your client for big tenders in which you can par@cipate
4 Try the nego@a@on techniques from Sessions 6 & 7
5 Review: what did you do well? What needs improvement?

Your AMF Journey 3

MODULE 3: CLOSE
Session 7:

Group Coaching on Live Opportuni@es IV

+ The Buyers perspec@ve
Session 8:

Group Coaching on Live Opportuni@es V

+ Managing the C-Suite
Session 9:

Session 10:

Group Coaching on Live Opportuni@es VI

+ Professional Cold Calling
Group Coaching on Live Opportuni@es VII
+ Wrap Up

Managing the C-Suite

How to lead your client

On your way to becoming a
Trusted Advisor

Some deni@ons
C-Suite is a term coined to describe the members of the __________ _____. The
C is down to the fact that in many organisa@ons (esp in the US) members of the
Execu@ve Board have a C in their @tle, eg CEO, CFO, CIO, etc.
Execu@ves - who can be important for you in order to develop your _______ into
a ___ Account - can act on various hierarchical levels of your clients organisa@on.
Thus, your C-Suite might be located on _____ echelons of the org chart.
A widely-used slang term used to collec@vely refer to a corpora@on's most
________ senior execu@ves.

Source: www.investopaedia.com

What is the C-Suite for an SME?

1
>20bn
(eg ___)
1
CxO
VP /Div.
Head
MD / CM
Director
Dpt. Head
Group Head
2
10 20bn
(eg _____)
3
5 10bn
(eg __)
4
2 - 5bn
(eg ____)
5
<2bn

So, basically we are talking about _________ with ________-

making power whose decisions have a _____ and important
______ on the companys ______ as a whole.
Do not _____ your @me trying to access levels where access
is close to impossible right now. But keep _______ your way
up the ladder!

What makes them dierent?

Apart from the present, they think about the ______
Apart from the urgent, they think about the _________
Apart from the pain, they think about the ___________
They will not speak with you on the present, the urgent, the pain
THEY WILL SPEAK WITH YOU ABOUT THE ______, THE ___________,
THE ___________

How to iden@fy the right ones?

Short ________-making cycles, ie they act ____
______ to shareholders ___________ from posi@on
Open and willing to ______

When to call on them?
Project
Idea
Assessement
Tender
Evalua@on
Decision
___ ____
Project
Decision
Tender
Documents
Recommen-
da@on
Realisa@on
Order
Opportunity Management / Value Selling
25
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve
works from without permission.

When to call on them
They MUST NOT be in ________ / ______ mode

Business Drivers that require _________ ______
Outside of any exis@ng big _______ where they are involved

Dierences to non-execu@ve calls
Approach
______ CALL, not re-ac@ve
Timing
Happens ______ the project idea, not

axer
Oering
Is __________, not just compliant

To make our Execu@ve Mee@ng a success, we must on one

hand __________ their strategic world
_______ it and ____ them to demand.

The Circle of Strategic Change

1
I____________
A_________
Mission, __________, Strategy

_____
____________
P____-___
EXPLORE & LEAD
Facts & _______
4
UNDERSTAND
S_______

Change Area Strategy

1
1.1 New ________
Strategy
1.2 New processes

1.3 New markets and ___________
1.4 New business model
1.5 Incremental or _______ change?

Change Area Implementa@on

2
2.1 Which processes and __________?
Implementa@on
2.2 Main lever / approach

2.3 Cri@cal _______ Factors
2.4 Strategic ___________

Change Area Adapta@on

3
3.1 Focus: Cost, Time, _______?
Adapta@on
3.2 Op@misa@on vs Re-___________

3.3 Technology Support
3.4 ______ Programme: Headcount, Training, etc

Change Area Phase Out

4
4.1 ____ frame
Phase Out
4.2 Roadmap
4.3 Minimise, ____, or Sell?
4.4 _________ _______ Outsourcing

The C-Suite Mee@ng Cycle

The C-suite Mee@ng Cycle

1
P_____
A_____
M______1
I_______
M______2

How to prepare
Create an ID ________ of the Execu@ve
Create an ID Pentagon of the _______
Create an ID Pentagon of the _________
Iden@fy the ____
Go through the Opportunity ___________ Cycle (M2 / S4)
Prepare your ques@ons: Gaps, Objec@ves, ____, Consequences

Recap: Opportunity Genera@on Process

The ques@on behind
Industry Drivers
Client External
Business Drivers
Top External Business

Drivers
Top Internal Business

Drivers
Change areas
Cri@cal Success Factors
Where in your business do you need to act? And what must

be in place so that these ac@ons or changes are successful?
Our solu@ons & Value
Key People Posi@oning
How can we help to solve your problems? Who

needs to be convinced? Why should they buy?
Mr Client, what are the major trends in your industry

and which ones aect your business?
What are the most important external drivers and what

are the most important internal drivers?
Opportunity Planning
Value Proposi@on
Ac@on Plans
What will be dierent? What needs to be done?

Possible ac@ons to access

Present a _______
Ask direct _______ for help
Be ac@ve at big tender presenta@ons
Use your ___ and call one level higher
Speak at C-level / execu@ve ____________

Agenda 1st Mee@ng

Quick introduc@on
_________
Play back and create _________
Close and Next Steps

Quick Introduc@on
Who am I
Brief descrip@on of my _______ with facts & gures
History and up to 2 _______ stories with the client in the past

Strategy: Ques@ons & Ac@ve Listening

Strategy
Facts &
Figures
Objec@ves
Risks
Consequences
What type of ____________ have you planned?

In which areas?
What is your general approach to growth?
Where do you want your ________ to be in 2 - 3 years @me?
What impact will the internet of things have on your business?
How will you need to adapt over the next ve years?
Do you see any major ________ ______ in achieving that objec@ve?
Do you have all technology exper@se on board?
How would you rate the ______ _________ of your people?
If you do not achieve that objec@ve, will you lose more market share?
Without the exper@se, what will be the eect on _______ and sales?
Is the lack of change readiness _______ down the process too much?

Implementa@on: Ques@ons & Ac@ve Listening

Implementa@on
Facts &
Figures
Objec@ves
Risks
Consequences
Which new _________ will need to be created?

Which changes will need to be made in your produc@on?
What are you doing to improve @me-to-market?
By when would you like to launch the new service?
What will be the major ____ of the new call centre?
How are you planning to set up the overall project?
What could poten@ally jeopardise the launch?
How easy or ________ will it be to introduce those KPIs?
What are the major challenges in sezng up the programme?
What does a late launch cost you per month of delay?
If you cant measure your __________, how will that aect incen@ves?
What does normally go wrong in your major projects?

Adapta@on: Ques@ons & Ac@ve Listening

Adapta@on
Facts &
Figures
What are the major __________ in your exis@ng businesses?

How compe@@ve are you in your tradi@onal markets?
How is your _&_ expected to develop in the near future?
Objec@ves
What are the ____ reduc@on targets you received from HQ?
How many people will need to go?
What is the new ________ for customer sa@sfac@on?
Risks
Consequences
Are these targets achievable? What is in your way to achieve them?

Do you see poten@al ________ eects on the people who will stay?
How does your service personnel see the new CS targets?
If you dont achieve the _______, will more people have to go?
How will lack of engagement aect overall ___________? Where?
What will happen, if the CS targets are over-ambi@ous?

Phase Out: Ques@ons & Ac@ve Listening

Phase Out
Facts &
Figures
Do have any end-of-service plans in the near future?

What is your strategy regarding your legacy systems?
What will happen to loca@on X axer ________ product line Y?
Objec@ves
By when do you need to close that unit?

What is the _______ that subsidiary X should be sold for?
Do you plan to outsource part of the procurement func@on?
Risks
Are there any legal _____ or ethical issues?

Can you see that price being achieved? If not, why?
Is that part of the procurement func@on running smoothly?
Consequences
What are the _________ you might expect if there are legal issues?
How can you nance the new programme if you cant sell the unit?
Will there be extra cost to prepare the process for BPO?

Role of exploring Consequences

They create the case for ______
What does that ____ for your company?
What does that mean for ___?
For how long can you ____ this?

Playback and agreement

Go through all _____ _____ and summarise what you have understood
Ask for _________, adapt / add / _______ if needed

Close and Next Steps

Express thanks for the input, NOT FOR THE ____!
Present next _____
Propose follow up mee@ng with the Execu@ves ______ _______

Axer 1st mee@ng: Working on Ideas

Help to reach the strategic __________
Help to mi@gate the ____
Straight forward solu@ons (only of interest in ________ ________)

Presenta@on at the 2nd mee@ng

Current _________
Case for Ac@on
Conclusions and _______________
Poten@al Ways _______
The New _____

Current Situa@on
__________ what you learned on the company
Summarise the __________
Get _________ on those
Be ________ in tone

Case for Ac@on

Summarise the _____
Summarise the ____________
Describe what will happen if _______ is done about consequences
Make it measurable; add _______ wherever you can

Conclusions and Recommenda@ons

What does all this _____ for your clients projects in general?
What should be done in ______ in the 4 change areas?
The recommenda@ons must reect your _______ of _________
BUT you ____ ____ about your solu@ons!
Do ___ oer more than _ recommenda@ons

Poten@al Ways Forward

Strategic Help
__________
Trajectory
Workshop
Process analysis
Health check
Risk Mi@ga@on
Trial
Pilot
Change _________
Survey
Solu@on
Proposal
Opportunity
Development
__ _______
Give them @me to _____
Agree ____ to speak about the next step

The New World

Your ______ of Common Future
Connected to Your _________
____ _____ about your _________
Make it __________
Make it __________

Capital isnt scarce. Vision is. Sam Walton (1918 - 1992),

CEO of Wal-Mart


M3 / S7
Part 2: Prac@ce
Lets apply what we have learnt

4 Groups
All Groups: 2 3 persons per group

Team member 1/2: CIO of his clients organisa@on
(plus IT Director)
Team member 2: Account Manager
TM 2 interviews TM 1 (and 2) with all ques@ons in
the 4 Change Areas
One ques@on per category
Prepare Conclusions and Recommenda@ons,
Poten@al Ways Forward, and The New World
together
45 minutes syndicate work

45 minutes presenta@ons

M3 / S7
Part 3: Coaching
Lets help each other

One-to-many Coaching (Hot Seat)

60 minutes

You ask me anything you want to ask regarding
Opportunity Management

I will answer everything I can

Will take away ques@ons that need more
prepara@on



Account Management Formula
A Leonard Raus
How to increase Share-of-Wallet by 10%


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A

Leonard Rau netvisors

How to increase Share-of-Wallet by 10%

A Leonard Rau netvisors

Recaps and Reminders

A Leonard Rau netvisors

Your AMF Journey 1

Managing your Account

Managing your Opportuni@es

Managing the Pipeline

A Leonard Rau netvisors

Your AMF Journey 2

Group Coaching on Live Opportuni@es III

A Leonard Rau netvisors

Your AMF Journey 3

Group Coaching on Live Opportuni@es IV

Group Coaching on Live Opportuni@es V

Group Coaching on Live Opportuni@es VI

A Leonard Rau netvisors

The central challenges

Developing the account

A Leonard Rau netvisors

A Leonard Rau netvisors

A Leonard Rau netvisors

A Leonard Rau netvisors

A Leonard Rau netvisors

5 Immediate Ac@ons M1/S1

A Leonard Rau netvisors

5 Immediate Ac@ons M1/S2

A Leonard Rau netvisors

5 Immediate Ac@ons M1/S3

A Leonard Rau netvisors

5 Immediate Ac@ons M2/S5

A Leonard Rau netvisors

5 Immediate Ac@ons M2/S6

A Leonard Rau netvisors

5 Immediate Ac@ons M3/S7

A Leonard Rau netvisors

Your AMF Journey 3

Group Coaching on Live Opportuni@es IV

Group Coaching on Live Opportuni@es V

Group Coaching on Live Opportuni@es VI

A Leonard Rau netvisors

A Leonard Rau netvisors

How to lead your client

A Leonard Rau netvisors

A Leonard Rau netvisors

What is the C-Suite for an SME?

A Leonard Rau netvisors

So, basically we are talking about _________ with ________-

A Leonard Rau netvisors

What makes them dierent?

A Leonard Rau netvisors

How to iden@fy the right ones?

A Leonard Rau netvisors

When to call on them?

Opportunity Management / Value Selling

A Leonard Rau netvisors

When to call on them

They MUST NOT be in ________ / ______ mode

A Leonard Rau netvisors

Dierences to non-execu@ve calls

So, basically we are talking about _ with -

They MUST NOT be in __ / mode

___ it and them to demand.