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As you can see, buying groups are larger in key accounts and often require more members and attention from the entire revenue team – especially at the executive level. Sales maps for key accounts tend to be quite complex with many stakeholders. This might look a little overwhelming at first – but never fear!
Strategic accounts are not just any customers; they are the key customers that hold significant value and have the potential to contribute substantially to the company’s growth and revenue. A strategic accountdevelopment plan serves as a roadmap for nurturing and growing these important accounts.
Account managers are able to make intentional connections by using relationship mapping tools that map key stakeholders and their influence on the buying decisions at their organization. While this is the most critical phase of the account planning process, it is also the most overlooked and under-measured.
When presented with the topic of account plans , the CEO proudly fetched a hefty binder from a locked cupboard, blowing off the dust and revealing their “current” account plan. This binder, updated perhaps once a year during the budgeting process, perfectly illustrates the outdated approach to account planning.
Developing Customer Success assets, working collaboratively with Marketing, CX, and Sales teams to establish and refine customer materials and solutions. Refining and adding to the initial strategy laid out in sales for key accounts through collaboration with all key internal and external stakeholders. Apply here: [link].
Build and execute an account-specific relationship framework inclusive of regularly scheduled status calls, quarterly business reviews, accountdocumentation, reference management, and account planning sessions. Manage a portfolio of accounts with a focus on renewals and upsells conversations.
Working effectively with key stakeholders across the organisation will require alignment with Sales on cross-selling and up-selling as well as a focus on selling with a retention focus; alignment with Product and Business Development on guiding Product Roadmap; and alignment with Marketing on guiding Marketing activities to Current Subscribers.
Yes, what you were saying about having multiple people listening and hearing different perspectives just made me think of how, at the beginning, the two roles worked so closely around stakeholder management and understanding what the different people within the project team might want and need and starting to anticipate those. Very clever.
Work closely with the Customer Success Solutions team to communicate and document customer configuration requests. Advise leadership group and other internal stakeholders on strategies to identify opportunities to further add value to existing ReTech customers. Driving internal stakeholders to meet customer needs.
Build relationships and maintain the health of your accounts. Develop relevant content related to data-driven fundraising best practices. Capture and document the developer journey, working cross-functionally to launch product demos, community tutorials and content marketing. Grow and develop the Customer Success team.
You document any processes or issues and providing feedback or suggestions to the internal team for improvements. Accountdevelopment, building relationships with key stakeholders, proactively exploring opportunities to grow the business, driving this process. Handle renewals (e.g.,
Internal and external key stakeholder management. Development of territory and accountdevelopment, training, and educational plans. Retain and grow client base through identifying cross/upsell opportunities. Onboard and train new customers on the solution. Client support and issue resolution.
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