The View From the Top: Strategic Account Planning Part II

This week, we will delve even deeper into the world of strategic account planning. As discussed in Part 1, we are trying to have a broader scope, not just a few months or a year but looking for a long-term plan for the next 24 to 36 months. Let’s focus on the value of a strong relationship strategy to expand, retain, and serve large accounts.   

 As it pertains to relationships, most Account Planning exercises have salespeople spending a lot of time building out organizational charts, which is essential. Still, we find that you need to go beyond the org chart to get real value from the exercise.   

Dig Deeper 

 Once you have a clear picture of the organization, take a critical look at the role-players within the prospect’s organization. Consider the following: What is the strength of each relationship? Who do you have access to? Who is a supporter of your company? Who supports the competition?  What is their role in the decision process? How much influence do they have?  

Next, you need to build a strategy for each person based on the answers you came up with. Then determine a plan to turn these relationships into advocates and key supporters into mentors. Finally, establish how you will neutralize someone that supports the competition?  

Action Plan 

 We often see people stop with the organizational chart, neglecting the above steps. But it’s important to view this process with a bifocal vision (an eye to the short-term and the long-term) to think about what you want to accomplish and then decide who will be responsible for making it happen. Assign action steps and due dates. Who will provide insights and the rigor to follow through and execute your relationship strategy?   

Evolve, Adapt, and Pivot 

 The best organizations have discipline and accountability around implementing their plan. They also have a process for updating and adjusting, when necessary, then communicating that to others. It shouldn’t be an exercise that’s just done once, but the chart should be revisited constantly while members of the sales team hold each other accountable to make tangible progress. This is how you will identify gaps and strengthen your ability to influence opportunities, which is pivotal in strategic account planning.  

 In summary, don’t just build the org chart. Companies that are great at growing and retaining their customers create a strategy for each individual. Such companies develop a cadence and accountability structure to ensure the plan gets implemented.  

 In part three of our series, we will focus on how to bring together Account Strategy and Relational Strategy to develop a world-class Account Based Marketing (ABM) Program. Stay tuned!