AMF Course Presentation M3-S8 1.0 FD HO -Oct

A Leonard Rau netvisors The Entrepreneur's Entrepreneur

2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.

A Leonard Raus Account Management Formula

How to increase Share-of-Wallet by 10% Module 3 / Session 8



Recaps and Reminders



Your AMF Journey 1

Introductory Module

Session 2: Managing your Opportuni@es

Session 3: Managing the Pipeline Rela@onship Management

Session 1: Managing your Account

MODULE 1: LEAD



Your AMF Journey 2

Session 6: Group Coaching on Live Opportuni@es III + Nego@a@on Skills

Session 4: Group Coaching on Live Opportuni@es I + Opportunity Genera@on / Idea Produc@on

Session 5: Group Coaching on Live Opportuni@es II + Shaping & Closing the right Deals

MODULE 2: SHAPE



Your AMF Journey 3

Session 7: Group Coaching on Live Opportuni@es IV + The Buyers perspec@ve

Session 8: Group Coaching on Live Opportuni@es V + Managing the C-Suite

Session 9: Group Coaching on Live Opportuni@es VI + Professional Cold Calling

Session 10: Group Coaching on Live Opportuni@es VII + Wrap Up

MODULE 3: CLOSE



The central challenges

Account Management: General methods, tools, and techniques

Developing the account

Qualifying Leads

Building rela@onships

Nego@a@on

Securing and managing resources



A combined experience

Listen

Prac@ce

Share

+

+



Timing Learning

Applica@on

Coaching

90 Minutes

60 Minutes

B R E A K

B R E A K

10 Minutes

10 Minutes

Wrap Up 10 Minutes

90 Minutes



5 Con@nuous Ac@ons

1 Study your clients website regularly

2 If they are listed, read annual reports and interim reports

3 Follow / Like the company on LinkedIN and Facebook

4 Join an industry group on LinkedIN

5 hhps://www.google.com/alerts#

BOOK TIME FOR THIS ONCE PER WEEK



5 Immediate Ac@ons M1/S1

1 Secure the M&S and defend protability

2 Priori@se your @me: secure run rate, win the hot deals

3 Meet the client and iden@fy new ways to help on running projects

4 Schedule your client visits (1 per month)

5 Determine the most important and the most urgent problem the client has and oer immediate help




5 Immediate Ac@ons M1/S2 1 Priori@se your opportunites according to the sweet spot matrix

2 Stop working on the deals you cannot win

3 Develop an opportunity plan for the Top 3 opportuni@es

4 Start basic work on rela@onships (meet people and show interest)

5 Decide on a selling strategy, implement the ac@ons rigorously, and LEARN





1 Analyse your GAP and your Pro-rata monthly target

2 Communicate and take ac@on

3 Weed out bad opportuni@es

4 Create an ID Pentagon for your most important contact

5 Send the rst IESIE content and ask for feedback





1 Check a current proposal. Is it compelling?

2 Integrate an alterna@ve charging mechanism

3 Try out various closing techniques

4 Check your rela@onship status and improve it

5 Update your ac@on plans





1 Set your objec@ves for your most important nego@a@on

2 List all your tradables

3 Determine their priori@es

4 Determine your nego@a@ons strategy

5 Review: what did you do well? What needs improvement?





1 Decide if you can develop your account

2 Determine the strategy: Hold, Build, Grow

3 Ask your client for big tenders in which you can par@cipate

4 Try the nego@a@on techniques from Sessions 6 & 7

5 Review: what did you do well? What needs improvement?




Your AMF Journey 3

Session 7: Group Coaching on Live Opportuni@es IV + The Buyers perspec@ve

Session 8: Group Coaching on Live Opportuni@es V + Managing the C-Suite

Session 9: Group Coaching on Live Opportuni@es VI + Professional Cold Calling

Session 10: Group Coaching on Live Opportuni@es VII + Wrap Up

MODULE 3: CLOSE



Managing the C-Suite

Module 3 / Session 8



On your way to becoming a Trusted Advisor

How to lead your client



Some deni@ons

C-Suite is a term coined to describe the members of the __________ _____. The C is down to the fact that in many organisa@ons (esp in the US) members of the Execu@ve Board have a C in their @tle, eg CEO, CFO, CIO, etc.

Execu@ves - who can be important for you in order to develop your _______ into a ___ Account - can act on various hierarchical levels of your clients organisa@on. Thus, your C-Suite might be located on _____ echelons of the org chart.

A widely-used slang term used to collec@vely refer to a corpora@on's most ________ senior execu@ves.

Source: www.investopaedia.com



What is the C-Suite for an SME?

>20bn (eg ___)

10 20bn (eg _____)

5 10bn (eg __)

2 - 5bn (eg ____)

1 2 3 4

1

2

3

4

5

6

CxO

VP /Div. Head

MD / CM

Director

Dpt. Head

Group Head



So, basically we are talking about _________ with ________-making power whose decisions have a _____ and important

______ on the companys ______ as a whole.

Do not _____ your @me trying to access levels where access is close to impossible right now. But keep _______ your way

up the ladder!



What makes them dierent?

Apart from the present, they think about the ______

Apart from the urgent, they think about the _________

Apart from the pain, they think about the ___________

They will not speak with you on the present, the urgent, the pain

THEY WILL SPEAK WITH YOU ABOUT THE ______, THE ___________, THE ___________



How to iden@fy the right ones?

Short ________-making cycles, ie they act ____

______ to shareholders ___________ from posi@on

Open and willing to ______


2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission. 25

When to call on them?

Project Idea Assessement Tender Evalua@on Decision Realisa@on

Project Decision

Tender Documents

Recommen-da@on

Order

Opportunity Management / Value Selling

___ ____



When to call on them

They MUST NOT be in ________ / ______ mode

Business Drivers that require _________ ______

Outside of any exis@ng big _______ where they are involved



Is __________, not just compliant

Approach

Timing

Oering

______ CALL, not re-ac@ve

Dierences to non-execu@ve calls

Happens ______ the project idea, not axer



To make our Execu@ve Mee@ng a success, we must on one hand __________ their strategic world

_______ it and ____ them to demand.



The Circle of Strategic Change

S_______ I____________ A_________ P____-___

Facts & _______

1 2 3 4

Mission, __________, Strategy

_____

____________

UNDERSTAN

D EXPLO

RE & LEAD



Change Area Strategy

1.1 New ________

1.3 New markets and ___________

1.4 New business model

1.2 New processes Strategy

1

1.5 Incremental or _______ change?



Change Area Implementa@on

Implementa@on

2

2.1 Which processes and __________?

2.3 Cri@cal _______ Factors

2.4 Strategic ___________

2.2 Main lever / approach



Change Area Adapta@on

Adapta@on

3

3.1 Focus: Cost, Time, _______?

3.3 Technology Support

3.4 ______ Programme: Headcount, Training, etc

3.2 Op@misa@on vs Re-___________



Change Area Phase Out

Phase Out

4

4.1 ____ frame

4.3 Minimise, ____, or Sell?

4.4 _________ _______ Outsourcing

4.2 Roadmap



The C-Suite Mee@ng Cycle



P_____ A_____

The C-suite Mee@ng Cycle

M______1 I_______

1 2 3 4

M______2

5



How to prepare

Create an ID ________ of the Execu@ve

Create an ID Pentagon of the _______

Create an ID Pentagon of the _________

Iden@fy the ____

Go through the Opportunity ___________ Cycle (M2 / S4)

Prepare your ques@ons: Gaps, Objec@ves, ____, Consequences



Opportunity Planning

Recap: Opportunity Genera@on Process

Industry Drivers Client External Business Drivers

Top External Business Drivers

Top Internal Business Drivers

Change areas Cri@cal Success Factors

Our solu@ons & Value

Mr Client, what are the major trends in your industry and which ones aect your business?

What are the most important external drivers and what are the most important internal drivers?

Where in your business do you need to act? And what must be in place so that these ac@ons or changes are successful?

How can we help to solve your problems? Who needs to be convinced? Why should they buy?

What will be dierent? What needs to be done?

The ques@on behind

Key People Posi@oning

Value Proposi@on Ac@on Plans



Possible ac@ons to access

Present a _______

Ask direct _______ for help

Be ac@ve at big tender presenta@ons

Use your ___ and call one level higher

Speak at C-level / execu@ve ____________



Agenda 1st Mee@ng

Quick introduc@on

_________

Play back and create _________

Close and Next Steps



Quick Introduc@on

Who am I

Brief descrip@on of my _______ with facts & gures

History and up to 2 _______ stories with the client in the past



Strategy: Ques@ons & Ac@ve Listening

Objec@ves

Risks

Consequences

Facts & Figures

Strategy

What type of ____________ have you planned? In which areas? What is your general approach to growth?

Where do you want your ________ to be in 2 - 3 years @me? What impact will the internet of things have on your business? How will you need to adapt over the next ve years?

Do you see any major ________ ______ in achieving that objec@ve? Do you have all technology exper@se on board? How would you rate the ______ _________ of your people?

If you do not achieve that objec@ve, will you lose more market share? Without the exper@se, what will be the eect on _______ and sales? Is the lack of change readiness _______ down the process too much?



Objec@ves

Risks

Consequences

Facts & Figures

Implementa@on

Implementa@on: Ques@ons & Ac@ve Listening

Which new _________ will need to be created? Which changes will need to be made in your produc@on? What are you doing to improve @me-to-market?

By when would you like to launch the new service? What will be the major ____ of the new call centre? How are you planning to set up the overall project?

What could poten@ally jeopardise the launch? How easy or ________ will it be to introduce those KPIs? What are the major challenges in sezng up the programme?

What does a late launch cost you per month of delay? If you cant measure your __________, how will that aect incen@ves? What does normally go wrong in your major projects?



Objec@ves

Risks

Consequences

Facts & Figures

Adapta@on

Adapta@on: Ques@ons & Ac@ve Listening

What are the major __________ in your exis@ng businesses? How compe@@ve are you in your tradi@onal markets? How is your _&_ expected to develop in the near future?

What are the ____ reduc@on targets you received from HQ? How many people will need to go? What is the new ________ for customer sa@sfac@on?

Are these targets achievable? What is in your way to achieve them? Do you see poten@al ________ eects on the people who will stay? How does your service personnel see the new CS targets?

If you dont achieve the _______, will more people have to go? How will lack of engagement aect overall ___________? Where? What will happen, if the CS targets are over-ambi@ous?



Objec@ves

Risks

Consequences

Facts & Figures

Phase Out

Phase Out: Ques@ons & Ac@ve Listening

Do have any end-of-service plans in the near future? What is your strategy regarding your legacy systems? What will happen to loca@on X axer ________ product line Y?

By when do you need to close that unit? What is the _______ that subsidiary X should be sold for? Do you plan to outsource part of the procurement func@on?

Are there any legal _____ or ethical issues? Can you see that price being achieved? If not, why? Is that part of the procurement func@on running smoothly?

What are the _________ you might expect if there are legal issues? How can you nance the new programme if you cant sell the unit? Will there be extra cost to prepare the process for BPO?



Role of exploring Consequences

They create the case for ______

What does that ____ for your company?

What does that mean for ___?

For how long can you ____ this?



Playback and agreement

Go through all _____ _____ and summarise what you have understood

Ask for _________, adapt / add / _______ if needed



Close and Next Steps

Express thanks for the input, NOT FOR THE ____!

Present next _____

Propose follow up mee@ng with the Execu@ves ______ _______



Axer 1st mee@ng: Working on Ideas

Straight forward solu@ons (only of interest in ________ ________)

Help to reach the strategic __________

Help to mi@gate the ____



Presenta@on at the 2nd mee@ng

Current _________

Case for Ac@on

Conclusions and _______________

Poten@al Ways _______

The New _____



Current Situa@on

__________ what you learned on the company

Summarise the __________

Get _________ on those

Be ________ in tone



Case for Ac@on

Summarise the _____

Summarise the ____________

Describe what will happen if _______ is done about consequences

Make it measurable; add _______ wherever you can



Conclusions and Recommenda@ons

What does all this _____ for your clients projects in general?

What should be done in ______ in the 4 change areas?

The recommenda@ons must reect your _______ of _________

BUT you ____ ____ about your solu@ons!

Do ___ oer more than _ recommenda@ons



Strategic Help Risk Mi@ga@on

__ _______ Give them @me to _____

Agree ____ to speak about the next step

__________ Trajectory Workshop

Process analysis Health check

Trial Pilot Change _________

Survey

Poten@al Ways Forward

Solu@on

Proposal Opportunity

Development



The New World

Your ______ of Common Future

Connected to Your _________

____ _____ about your _________

Make it __________

Make it __________



Capital isnt scarce. Vision is. Sam Walton (1918 - 1992), CEO of Wal-Mart



Lets apply what we have learnt

M3 / S7 Part 2: Prac@ce



4 Groups All Groups: 2 3 persons per group Team member 1/2: CIO of his clients organisa@on

(plus IT Director) Team member 2: Account Manager TM 2 interviews TM 1 (and 2) with all ques@ons in

the 4 Change Areas One ques@on per category Prepare Conclusions and Recommenda@ons,

Poten@al Ways Forward, and The New World together

45 minutes syndicate work 45 minutes presenta@ons



Lets help each other

M3 / S7 Part 3: Coaching



One-to-many Coaching (Hot Seat)

60 minutes You ask me anything you want to ask regarding Opportunity Management I will answer everything I can Will take away ques@ons that need more prepara@on



A Leonard Raus Account Management Formula

How to increase Share-of-Wallet by 10% Module 3 / Session 8

AMF Course Presentation M3-S8 1.0 FD HO -Oct

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Transcript of AMF Course Presentation M3-S8 1.0 FD HO -Oct