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.
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