1. © 2016 SiriusDecisions. All Rights Reserved 1
Presenters
Account Based Sales
for Key Account
Growth
Thursday, June 22
Mark Levinson
VP & Group Director, Sales
& Channel Services
Mark Kopcha
President & CEO

2. Major shifts in B2B sales landscape
Hunter sales focus
What’s missing?
It’s
time
for
true
customer-­‐centricity.
What
We’re
Seeing… What
the
Research
Shows…
Shift to customer engagement
Status quo lens
Time to modernize

3. Account-Based Selling
Introduction and Best Practices

4. 4 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions
Defining Account-Based Models
Account-based models represent a strategic
approach that aligns resources against a set of
defined accounts and goals in a way that is
relevant and valuable to those accounts and to
sales/partners.

5. SiriusPerspective:
5 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions
ABS Programs: Alignment of Expectations
Alignment of customer and vendor needs and expectations is critical to success.
Buyer Needs Category Seller Needs
Leverage national or global presence and spend.
Uniform terms of trade. Global reporting to
support their purchasing, service and support
needs.
Customer
Agreements
Increase loyalty, engagement, retention, renewals and share
of wallet. Access to new business units, geographies and
lines of business.
Consistent strategy, product offerings, pricing,
proposals and level of service.
Consistency and
Transparency
Worldwide visibility into account needs, activity and
purchasing behaviors.
For sales, account management, executive
interaction, problem escalation and service.
Single Focal Point Improve resource utilization and reduce duplication of
sales efforts. Improve partner utilization and engagement.
Influence on product offerings, features and
roadmap.
Products Increase share of customer category spend and breadth of
product placement.
Leverage sellers’ expertise to improve their
customers’ experience and/or increase efficiency
of operations.
Partnership Preferred supplier status and executive access. Long-term
purchasing agreements that lock in revenue and lock out
competitors.

6. SiriusPerspective:
6 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions
ABS Programs: Best Practices
Effective account-based selling requires organizational commitment that goes beyond sales.
Category Details
Organizational
Alignment
• Account-based marketing in place and ready to engage/support the initiative.
• Executive sponsorship and engagement (supplier and partners).
• Clearly defined org structure, rules of engagement and governance mechanisms.
• Agreement on goals, process metrics, reporting mechanism and sales management cadence.
• Feedback mechanism – input into business planning process and product roadmap.
Account Selection • Well-defined selection criteria that combine qualitative analysis with sales judgment and insight.
Strategic or Global
Account Manager
• Strategic account manager positioned as a senior leadership position.
• Compensation, revenue and quota allocation for the SAM, in-region resources and partners structured to drive cooperation and
revenue growth.
Account Planning
• Standard account planning template (e.g. methodology) in all regions.
• Participation by the full account team, functional support areas (e.g. service and support, marketing, sales engineering, product
specialists) and partners in the account plan development process.
• Account plans and activities integrated into SFA platform.
• Quarterly account reviews included in management plan.
Infrastructure • Resources, processes and systems in place to support bid, contracting, purchasing, service and reporting requirements.

7. SiriusPerspective:
7 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions
Joint Account Planning Framework
Plans will be highly customized by account but the planning process and components should be
repeatable across account lists.
Preparation Prioritization Planning Execution Measurement
• Direct sales
• Sales operations
• Channel sales
• Channel marketing
• Marketing
• Direct sales
• Sales operations
• Partner management
• Marketing
• Direct/indirect sales
• Sales operations
• Channel marketing
• Marketing
• Direct sales
• Partner sales
• Channel marketing
• Partner marketing
• Sales operations
• Sales management
• Channel sales
• Channel marketing
• Data collection
• Supplier-led vs.
partner-led
• Organizational
alignment
• Account selection
• Partner criteria and
scoring
• Reconcile accounts
• Joint account planning
• Target opportunities
• Solution messaging
• Marketing planning
• Buyer engagement
• Offerings mix
• Pipeline build
• Data management
• Analysis
• Performance
management
• Account profile
• Partner profile
• Resource commitment
• Planning process
• Target accounts
• Rules of engagement
• Persona targeting/
account insights
• Account plans
• Buyer alignment
• Opportunity
qualification
• Revenue
• Reporting
(dashboards)
• Productivity initiatives
Participants
Purpose
Outcomes

8. 8 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions
ABS Account Plan Components
Component Description Critical Elements Source
Plan Information Basic information about the account, the plan and the
account team
• Account rep
Executive
Summary
Overview of the account.
Account history and summary of prior interactions.
• Company website
• SFA and financial systems
• Financial reports and filings
In-depth Account
Profile
In-depth profile that provides insight into buying behavior
and growth potential
• Financial reports
• Investor materials
• Marketing
• 3rd party sources
• Social media
Buying Center
Segmentation
Framework for focusing sales efforts and balancing sales
investment with revenue potential
• Account rep
• Account team
Value Pyramid Identify strategic initiatives that lead to growth
opportunities
• Financial reports
• 3rd party sources
• Key stakeholders
Relationship Power
Map
Organizational charts that map key contacts, stakeholders
and decision makers
• Social Media
• Marketing
• Account profiling services
Product Landscape Account addressable market • Account team
• SFA tool
• Financial systems
Goals and Actions Goals and actions to be accomplished during the plan
period.
• Account rep
• Account team
• Sales manager
• Account Name
• Location(s)
• Account team members
• Change and version control
• Plan time period
• What it does
• Where it’s based
• Install base, current and past
opportunities (won/lost)
• Customer satisfaction scores
• Corporate structure
• Customers
• Financial condition
• General business trends
• Corporate objectives
• Competitive landscape
• For each buying center:
• Revenue potential (low vs.
high)
• Relationship status (vendor vs.
strategic)
• Strategic initiatives
• Critical issues and challenges
• Departmental initiatives
• Growth opportunities
• Reporting structure
• Attributes
• Connections
• Installed base
• Current opportunities
• Growth opportunities
• Quantitative objectives
• Qualitative objectives
• Action items

9. SiriusPerspective:
9 © 2017 SiriusDecisions. All Rights Reserved@siriusdecisions
ABS Organizational Alignment: Metrics
Adapt core sales metrics to track results in terms of short-term activity, mid-term pipeline
growth and long-term revenue growth.
Near-term metrics:
Activity
• Account plan created & reviewed
internally
• Account plan reviewed with
customer
• Breadth & depth of relationships, no.
of contacts.
• No. of executive interactions,
• Progress against account plan
milestones
• No. of opportunities identified
Mid-term metrics: Output
• Increase in pipeline: new
opportunities, cross-sell, up-sell
• Offering mix and placement of new
products and services
• Competitive wins
• Penetration of new business units
• Renewals vs. targets
Long-term metrics: Impact
• Retention & renewals
• Average contract value
• Revenue attainment and growth
• Revenue by business unit, geography
or buying center
• Win rate
• Average deal size
• Customer satisfaction, loyalty and
advocacy scores
• Forecast accuracy

10. Companies should concentrate on their most
important accounts to realize the greatest
return on their investment of time and
resources.

11. Growing revenues in key accounts presents a unique set of challenges.
The only sustainable way to grow your key account
revenue is to help them grow their business.
Complex, matrixed organizations
with large number of stakeholders
– by functions, verticals
EASIER SAID THAN DONE.
Differing goals and objectives
across business units and global
regions
Large number of internal
resources required to manage
account

12. Global Team Collaboration as Essential
Strategic
Customer
Management
Marketing
ProductServices
Sales
LOB
#2
LOB
#4
LOB
#1
LOB
#5 LOB
#3

13. BASIS FOR DRIVING CUSTOMER CENTRICITY
Specialized platform: planning,
processes and technology that
enable real Key Account Growth
Key account complexity
clouds domain visibility and
knowledge
Sustained growth is impossible
without alignment and proven
value
Clouded visibility hinders
identification and development
of the required key stakeholders
Lack of stakeholder relatiosnhips and
business alignment is the leading cause
of missed revenue opportunities
Poor stakeholder relationships lead to
lack of alignment between client
business goals and the value your
products and services deliver

14. There are four key functional areas that should be considered as you
operationalize your account based sales program:
Visualization1
2
3
Organizational alignment
Coordination and collaboration
4 Metrics designed to leverage customer intelligence

15. ONE-SIZE-FITS-ALL APPROACH
TO TECHNOLOGY
Manual systems cannot handle or leverage
the scale and complexity of Key Accounts
CRM was designed for sales enablement, not
key account management
Homegrown and hybrid systems are a high-risk
CAPEX that make you vulnerable to becoming
technologically obsolete overnight
THE RIGHT TECHNOLOGY
FOR ABS/KAM
Technology specifically designed to manage scale
and complexity of globally dispersed Key Accounts
Visualization platform maps out key relationships,
customer goals and objectives and business
alignment
Enables global client collaboration and internal
resource coordination
Purpose Built Technology

16. “Leveraging Revegy has lead to
an improvement in the quality of
our relationships with customers,
and is helping us uncover larger,
more strategic opportunities that
we would have never
considered before...”
Denise Matalas
VP, Strategic Programs
The right platform will
help to uncover revenue
opportunities that
typically get lost in the
complexity.

17. Q&A
Take a tour of the best account plan ever at www.revegy.com to see the best
practices framework that companies like Oracle, IHG, and LexisNexis are using to
drive customer centricity and revenue growth.