Business Case 129 POS Analysis

Business Case Scan Data

ORG Chart Version 2.1 Total Addressable market

Plug and Play AKA succession/mobility

Inside Sales

Handoff from Sales

Strategic Account Delivery

Account Management Outbound Only

Improve NPS Scores

Increase Engagement / Upsell

Business Case 701 Analysis

Business Case Change Request Analysis

301 Real Life Example

Voice of the Customer

Customer Portal

Instant On Queue

Self Help (T0)

Escalations

T1 (

T2 ()

Resolution

Escalation

T3 ( R&D QA)

Change Order Qualifications

I cannot

Escalation to Technical Director

I can

I can not (limitations)

I cannot

Escalation

limitation resolved

I do not know (limitations)

Catch and Dispatch

Customer Score Card

Reduce Churn 25%

Improving HW/SW Utilization

Project Management

Installers

Pricebook

Technical Delivery Manager

Limitations(I do not know/Cannot) Gathered , Assessed , Actioned leads a direct path

T4 Development

Solution Created by RD

Knowledge Transfer to KMTGB

KMT Governance Body

Training / Knowledge Transfer to Appropriate Channels

Limitation Resolved and published in Self Help

Delivery of Knowledge

Knowledge transfer to Account Management

DC 301- Issue reported

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Key Account Management (KAM) is a process that helps sustain and expand relationships with important Key Accounts. It involves working closely with multiple business departments to maintain and further develop relationships with key accounts. Key Account Management, also known as strategic account management is responsible for the achievement of sales quota and is assigned key objectives/metrics relevant to Key accounts.

Key Account Management is a strategic approach distinguishable from account management or account-based selling and should be used to ensure the long-term development and retention of strategic customers.

The one common mistake many organizations, both small and big tend to make and repeat, is to treat all their accounts with the same business model. It is never too late, however, to correct the situation and start looking at your account type and process more closely. You will notice, that there is a key difference in the account types, organizations like yours, have in their portfolio.

A Key Account Management process is required to manage Key Accounts, which may require more nurturing, different skills, and utmost attention than other accounts.

The famous management rule applies in this case too, where 80% of your profit will come from 20% of your strategic accounts. What resources to invest and how and where, are the key questions you have to handle. Automated systems and processes will work best for 80% of your accounts, whereas, you can safely invest and focus your time on the sales of the rest 20% of your Key Accounts.

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Strategic Delivery Activities

Key accounts are a category of business accounts that a supplier company manages, which generate substantial profits for the supplier company through years of repeat business. Key accounts are different from global accounts and regular customer accounts.

Qualification form mechanism

Identified as Self install Candidate

Strategic Accounts Delivery

C.A.B. Feedback

C.A.B Feedback

N.P.S.

Finance

RD

N.P.S.

Solution Verified

Solution Provided

KMT

Knowledge Transferred

Portal/process updated , improve install times = more customers faster

Customer Comes in from Somewhere

Intake Form From Hand off

Simple

Strategic Operations

Key Account Manager

Medium

Complex

Customer Calls Sales Unhappy

Goes to Customer Service

Goes to Account Management Outbound to resolve

Determine customers level of need for implmentation

Key Accounts

Outbound Traditional Account Management

Triage

Cant be Influenced from other departments

Eliminates Sales need to determine customer path

Self install

Self Install

Resource Allocation

After contract Signed

30/60/90 check in from Outbound Account Management

For Tickets

For Install issues

Large Scale Issues and Abnormal implementation

Reported to Strategic Operations

Project Management

Resource a

Resouce B

Resource C

Fix Is determined

Fixed is delivered and managed through KMT process

Identified through Qualification Mechanism

Strategic Operations

Passed to Technical Delivery

QA to be qualified as CR

Qualified and Handled as per the CR process

Original Position

Internal Posting

Cross Training opportunity

Case by Case Basis

Advancement to a new role

Needs Human Resources to actively Participate

Organization too flat and too small

Business Case S.D. Loyalty

Business Case API s

Customer Using Portal Selects how they want to install

sd current

Petrosoft Chooses if the service is White Glove or if it Automated

Automated

MSD sends Welcome email

links to get started help etc

Problems Owned by t1 support

hard time setting up export

KBAs

owned by support (Customer Service)

White Glove

Handled By Business transition team

All Automated

Currently there is no Professional Services on Portal

White Glove

Cant be done today because of portal

Self Install

Strategic Operations

Professional Services (Bucket)

Outbound training Plus more

Professional Services

Automated

MSD sends Welcome email

links to get started help etc

All Automated

Problems Owned by t1 support

hard time setting up export

KBAs

owned by support (Customer Service)

On Amazon

Customer Buys

Customer receives

Customer Activates using 360 and portal

Road Block

Support

escalates to installer

Goes to Aaron

Usually sold the wrong item and a new one is sent

On Amazon

Customer Buys

Customer receives

Customer Activates using 360 and portal

Road Block

Support

escalates to installer

Goes to Joe Morgan

Usually sold the wrong item and a new one is sent

Sales Manager

SR. Inside sales Rep

Inside Sales rep

Enterprise Sales Rep

Strategic Accounts Delivery

Account Management Outbound Only Team Lead

Account Manager 1

Account Manager 2

Account Manager 3

Enterprise Account Manager

Key Accounts Manager

Lead Installer

Installer 2

Pricebook Lead

Pricebook specialist

Project Manager

Technical Delivery Manager

DC Product Owner

SPOS Product Owner

Lab Manager

Knowledge Management Manager

Automations Manager

Customer Portal Automations Administrator

Golden Standard Pricebook Administrator

Customer Service Manager

T1 Lead

T1 Staff (*10)

Knowledge Transfer Team Lead

Internal Petrosoft Trainings

Out BoundTrainer 1

Outbound Trainer 2

Outbound Trainer 3

Self Help Knowledge specialist

Installer 1

QA Focus

Activities Inside Sales

NEW SALES

PROSPECTING

COLD CALLING

FOLLOWING UP ON LEADS

CONTRACT NEGOTIATION

KNOWLEDGE MANAGEMENT ACTIVITIES

MONITOR MAINTAIN IMPROVE AUTOMATIONS FOR CUSTOMER PORTAL

DELIVER TRAINING TO INTERNAL STAFF

DELIVER CUSTOMER TRAININGS

GOVERN SELF HELP

This dept makes the determination of what resources will be needed and how they will be directed to best fit the customers needs. in addition they house the voice of the customer and will be able to help the company make strategic decisions based on the Key account dept data Done through C.A.B. and NPS

Gathers NPS / CAB Feedback and presents it to finance and RD for strategic decision making

Identify Proper customer path for installation

Manage Large scale company projects

EXCEPTION REPORTING

Passes customers to Key accounts

1 of 2 direct paths to RD

Deliver of training

Create Training Materials

Create Training resources used for delivery

Primary Generating Money from Staff

Upselling Soft oppurtunities

Hands off to Support when account is steady state

Jr Project Manager

Logistics Manager

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Undefined role

Acts as procurement

Everyone comes to this dept to buy things

What this new configuration changes

Ownership of customer relationships

Ownership of the Customer during the customer lifecycle

Customer Segmentation

2 paths of communication to RD only

Closed Knowledge Loops

Streamlined Work flows

Appropriate succession Planning

Roles Adjudicated based off of skills and aptitude

Outbound Account Management only

E commerce is in a dedicate channel

Transparency to understand what is broken

Accounting Support

Removed The Customer support KMT functions of operations to its own department