Maximizing revenue from key accounts is critical to maintaining revenue growth. Yet, when it comes to Account Planning, if honest, we often treat it as a chore to be avoided. Or, addressed once a year and then shelved until the following year. Account Planning Matters … 1. For large enterprise sales Account Planning and Management delivers more additional pipeline and consistently greater win rates than any other sales or marketing activity. 2. For Territory or Portfolio Planning, account planning helps you to select the accounts that will deliver most revenue, and develop a plan to grow your entire book of business. 3. Acquiring business from new customers is six times more expensive than growing your revenue in an existing account 4. You are seven times more likely to win a deal in an existing customers than from a new account 5. We wrote the book on Account Planning in Salesforce. Oh, and yes, Salesforce uses our Dealmaker Smart Account Manager solution for their account planning. Join us as we revisit the fundamentals of this surefire revenue growth strategy and share the insights we have gleaned since we first launched our book, Amazon #1 Bestseller Account Planning in Salesforce.

1. Top 3 Reasons Why …
Your Account Planning Process is Broken
(and how to fix it)
Áine Denn, EVP Customer Experience

2. © The TAS Group 2015
Áine Denn
Executive Vice President &
Co-Founder

3. © The TAS Group 2015

4. © The TAS Group 2015
Account Planning Challenges
Understanding the customer’s strategy and how they measure success.
Conducting account reviews and coaching to drive behavior.
Prioritizing accounts to ensure we focus more time on those with potential.
Identifying the “White Space”
(areas of opportunity where your solutions can add value to the customer).
Executing our account plans.
Mapping the organization’s political landscape to identify and
nurture the right relationships.
Using a common language, processes and tools to drive scalability.

5. © The TAS Group 2015
Account Planning Challenges
Understanding the customer’s strategy and how they measure success.
Conducting account reviews and coaching to drive behavior.
Prioritizing accounts to ensure we focus more time on those with potential.
Identifying the “White Space”
(areas of opportunity where your solutions can add value to the customer).
Executing our account plans.
Mapping the organization’s political landscape to identify and
nurture the right relationships.
Using a common language, processes and tools to drive scalability.

6. © The TAS Group 2015
Account Planning Challenges
Understanding the customer’s strategy and how they measure success.
Conducting account reviews and coaching to drive behavior.
Prioritizing accounts to ensure we focus more time on those with potential.
Identifying the “White Space”
(areas of opportunity where your solutions can add value to the customer).
Executing our account plans.
Mapping the organization’s political landscape to identify and
nurture the right relationships.
Using a common language, processes and tools to drive scalability.

7. © The TAS Group 2015
Account Planning Challenges
Understanding the customer’s strategy and how they measure success.
Conducting account reviews and coaching to drive behavior.
Prioritizing accounts to ensure we focus more time on those with potential.
Identifying the “White Space”
(areas of opportunity where your solutions can add value to the customer).
Executing our account plans.
Mapping the organization’s political landscape to identify and
nurture the right relationships.
Using a common language, processes and tools to drive scalability.

8. © The TAS Group 2015
Your Account is a Marketplace

9. © The TAS Group 2015
Your Account is a Marketplace
Create, develop, pursue, and win
business that delivers mutual value
for you and your customer

10. © The TAS Group 2015
Cost to retain existing and
acquire new customers2
6 Times More Costly to Acquire
100% 200% 300% 400% 500% 600%
1$
6$
Account Planning helps Growth & Retention
Source: (1) Marketing Metrics, (2) Bain & Company
50%
0%
Existing
Customer
New
Customer
75%
25%
5% - 20%
60% - 70%
Likelihood of winning
business in existing
and new customers1

11. © The TAS Group 2015
maximize revenue
from key accounts53%
gain access to
key players54%
uncover customer
business problems61%
+ 41%
+ 30%
+ 28%
Some facts about Account Planning ...
Sales Reps who say they can … Increase quota attainment by …
Source: Dealmaker Index Global Sales Benchmark Study

12. © The TAS Group 2015
3 Things to Consider
Research for Insight
Integrate for Velocity
Focus for Impact

13. © The TAS Group 2015
Understanding the
Customer’s Strategy

14. © The TAS Group 2015
The way customers buy is changing
“The age of the customer is
upon us. Buyers are more
demanding, informed, value-
sensitive, and have more
choices available to them than
at any other point in history.”
Forrester, The Selling System in the Age
of the Customer, March 2014

15. © The TAS Group 2015
The Customer Lifecycle
Source: Account Planning in Salesforce, Daly 2013
1. Prospect

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The Customer Lifecycle
Source: Account Planning in Salesforce, Daly 2013
1. Prospect
2. Customer

17. © The TAS Group 2015
The Customer Lifecycle
Source: Account Planning in Salesforce, Daly 2013
1. Prospect
2. Customer
3. Loyal Customer
4. ______________

18. © The TAS Group 2015
The Customer Lifecycle
Source: Account Planning in Salesforce, Daly 2013
1. Prospect
2. Customer
3. Loyal Customer
4. Former Customer

19. © The TAS Group 2015
How much does Price act as a
driver of customer defection?4
Customer’s View
Vendor’s View
0% 25% 50%
25%
48%
Account Planning helps Growth & Retention
Source: (1) Marketing Metrics, (2) Bain & Company, (3) US SBA, US CC, (4) Rightnow Technologies
50%
0%
Customer
Service
Product
75%
68%
25%
14%
Drivers of customer
defection3
25%
Price

20. © The TAS Group 2015
Source: Forrester Executive Buyer Insight Study
What’s the Problem?
Executives don’t believe
that salespeople are well
prepared to engage with them...
…because they know about their
own offerings, not the realities
and needs of executives.
Salespeople are knowledgeable about:
Source: Forrester Research
Their own products and
services
Buyers’ roles
and responsibilities
Buyers’ specific
business
Questions
buyers ask
40%36% 43%71%

21. © The TAS Group 2015
Sales / Marketing / Customer Misalignment
Little Business Context
Not Customer Focused
Product Centric
No Insights Inside
Sellers Sell Only What They Know…

22. © The TAS Group 2015
The Alignment Triangle
Marketing
Customer
Sales
… It should really be all about the Customer

23. © The TAS Group 2015
Things Customers Care About …
Goals
Pressures
Obstacles
Initiatives

24. © The TAS Group 2015
Things Customers Care About …
Solutions
Goals
Pressures
Obstacles
Initiatives

25. © The TAS Group 2015
Things Customers Care About …
Customer Insight Map
Solutions
Goals
Pressures
Obstacles
Initiatives

26. © The TAS Group 2015
TRANSFORMED BUSINESS CONVERSATIONS
+
Dealmaker Align Solution Components
Goals
Pressures
Initiatives
Obstacles
Solutions
Customer Insight Map
Key Messages
Insights
Sales Tools
High Yield
Questions
Competitive
Positioning
Objections
1
2
3
4
5
6

27. © The TAS Group 2015
Map the buyer’s
Goals, Pressures,
Initiatives, and
Obstacles.
Attach
issues to
individuals

28. © The TAS Group 2015
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http://content.thetasgroup.com/demo/political-map-express
Political Mapping

29. © The TAS Group 2015
Conducting
Account Reviews

30. © The TAS Group 2015
Front Line Sales Managers should balance……

31. © The TAS Group 2015
Sales Coaching Improves Performance
+88%
Coaching Improves Productivity1
Source: 1 SEC/CEB, 2 Gallup
+56%
Coaching Increases Customer Loyalty2

32. © The TAS Group 2015
23%
Why Sales Managers Don’t Coach
Source: Sales Management Association
47%
26%
100%
50%
0%
Don’t Value
Coaching
Not Enough
Time
Don’t Know
How to Coach
Sales Reps
Don’t Ask
Other
2%2%

33. © The TAS Group 2015
Role of Sales Leadership in Peer Review
Before
• Set expectations with presenting & reviewing teams:
• Rules of engagement
• Expected outcome of the peer review
During
• Engage the team to prevent multi tasking
• Evaluate the critical thinking and preparation of the
presenting team and the reviewers
After
• Follow up with the team on vulnerabilities, ideas,
and actions

34. © The TAS Group 2015
1
2
3
Understand the Plan
Review the Plan
Improve the Plan
Peer Review Process

35. © The TAS Group 2015
PresenterReviewers
Present the Plan
(30 minutes)
Present the Plan
1a
Questions & Answers
(10 minutes)
Answer Questions
1d
Listen till the END
1b
Ask Questions
1c
Understand the Plan
Understand
Vulnerabilities
(20 minutes)
Identify
Vulnerabilities &
Recommendations
2
Consider Plan
Vulnerabilities &
Recommendations
2
Review the Plan
Update the Plan
4
Recommendations
for Improvement
(30 minutes)
Recommendations
for Improvement
3a
Recommendations
for Improvement
3b
Improve the Plan
Peer Review Process

36. © The TAS Group 2015
Reviewers : 4 Perspectives
The Customer – as a key player
Competitor – as you competitor
Sales Manager – on behalf of the company
Partners
TAS / Dealmaker coach

37. © The TAS Group 2015
Revenue Objectives

38. © The TAS Group 2015
Business Development Objective

39. © The TAS Group 2015
Cross-Account Objectives

40. © The TAS Group 2015
Prioritizing Accounts

41. © The TAS Group 2015
Focus for Impact

42. © The TAS Group 2015
Focus for Impact
Importance to Customer
ImportancetoUs
Future Potential
Current Opportunities
Previous Business
Revenue Contribution
Profit Contribution
Current Importance
Future Importance …
Segment the to prioritize
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43. © The TAS Group 2015
Focus for Impact

44. © The TAS Group 2015
Find Mutual Value:
Prioritizing segments that are
Important to You and to your Customer

45. © The TAS Group 2015
Your Account is a Marketplace

47. © The TAS Group 2015
Your Account is a Marketplace

48. © The TAS Group 2015
Q A

49. Top 3 Reasons Why …
Your Account Planning Process is Broken
(and how to fix it)
Áine Denn, EVP Customer Experience