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The executive sponsor should be familiar with the account and help expand the customer mapping, engagement and relationship. Beyond creating a COE and rethinking executive sponsorship, it is time to bring back Marketing in a co-orchestrator role as account-based marketing (ABM) to help accelerate the strategic account management journey.
Monitoring Progress against KPIs Growth Planning: Do they proactively work with economic decision makers to co-create value-driven growth plans? Cultural Fit: Do they understand the importance of stakeholder alignment, including champions and detractors, within each client organization?
For Key Account Managers, although this representation is somewhat oversimplified, it is essentially about mastering the design and implementation of a relevant and impactful Key AccountPlan and overcoming the challenges of implementation. KAM-relevant business competencies. KAM-relevant soft skills & competencies.
Think about your own company: how is your marketing integrated with your strategic accountplanning and work? This shift requires broadening Marketings role beyond the customer buying journey to include insight generation and case studies and to create value creation for mutual growth and ROI.
In our more traditional groups, marketing, and sales work in locked steps but it seems that the shift to strategic account management is often missing marketing when time comes to establish its roadmap. These sponsors not only provide buy-in but also actively participate in the ABM strategy.
Stay informed on the account through an established strategic account process. Contribute to, and have accountability for, the accountplan. Challenge accountstrategy and tactics. Participate in internal leadership and customer account meetings – and not only when “the house is on fire”.
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