Index
In this index, f denotes figure.
A
abundance perspective, 73
account development and retention, 16
account leaders, 27, 35, 37, 70–71
account maps, 31, 102, 104
account plan components
about, 28, 28f
action plan, 32
goals and strategy, 32
needs mapping and team alignments, 30–32, 31f
performance dashboard, 33
profile and position, 29–30
team support, 32–33
account plan execution, 27–28, 38–39
account plan finalizing, 38
account plan structure. See structure
account plan types
about, 39f
aspirational account plans, 41–42
pursuit plans, 42–44, 121–122
strategic account plans, 39–40
tactical account plans, 40–41
account plan vision, 26–27, 78–79
account planning. See also specific topics
attitudes toward, 1, 5–7
benefits of, 8
challenges, 11–14
keys, overview of, 3, 7–8
account planning documents, 13
account planning meetings, 37–38
account planning process
about, 33–34, 34f
account planning meeting, 37–38
executing plan, 38–39
finalizing plan, 38
kickoff meeting, 36
leadership, presenting to, 38
pre-work, 37
team, assembling, 34–36
account planning report card, 89, 125–127
account teams, 30–31, 31f
accountability, 10, 61–63, 69
accounts, selecting for account planning, 18–20, 19f
action plan, 32
addressable market, 29
advice from experts
buy-in, 92
commitment, 90
ownership, 91–92
participation, 90–91
alignments, teams, 31, 103, 105
Andrews Distributing, 8, 10, 11–12, 13–14, 91
Aricent, 47, 78–79, 85–86, 86–87, 90
aspirational account plans, 41–42. See also thinking big
assessment of sales skills, 10
attitudes toward account planning, 1, 5–7
B
Barnes, Mike, 8, 10, 11, 12, 13–14, 91
benefits of account planning
accountability, 10
big picture, 9–10
competitors, dealing with, 8–9
coordination of teams, 9
sales skills assessment, 11
big picture, 9–10
branding project example, 23–24
budget and forecast, 33, 119
business plan, allocation of, 46–47
buy-in, 92
C
capability, 84–85, 84f
challenges
account planning document, 13
capability, 84–85, 84f
commitment, lack of, 11–12
opportunity, 83
ownership, weak, 12
politics, 12
selling, not planning, 13–14
timeframe, 83–84, 84f
charts. See templates
chief marketing officers (CMOs), 70
chief sales officers (CSOs), 26–27, 34, 70
Citrix GetGo, 49, 92
clients. See customers
commitment, 11–12, 90
commitments, team, 33, 117–118
communication, 73–74
competitors, 8–9, 29, 80, 93–94
complacency, 57–58
complex solution definition and positioning, 16
control, 73
CRM (customer relationship management) systems, 25, 29, 40
cross-sell revenue, 48, 48f, 49
CSC (organization), 92
CSOs (chief sales officers), 26–27, 34, 70
culture, 68–69, 74
current pipeline, 29
customer relationship management (CRM) systems, 25, 29, 40
customers
challenges and priorities, 30, 95
involving, 85–87
needs, 30, 31–32, 57, 99–100
performance, 30, 95
role, 36
360-degree relationship with, 86–87
cycle, establishing, 58–61
D
Dillon, Robert, 90–91
direction, 61–62
documents, account planning, 13
Dupree, John, 55, 56, 58, 91
E
earnings before interest, tax, depreciation, and amortization (EBITDA), 20, 119
Ecova, 20
80/20 rule, 18–20, 19f
emotion, 84–85
engineering company example, 53–54
essential account planning report card, 89, 125–127
executing plan, 27–28, 38–39
F
finalizing plan, 38
finance team, 35, 37
financial summary, 29
forecasts, 33, 50, 119
G
Gemalto, 60–61, 62
goal build, 32, 49–52, 109–111
goals
as account plan component, 32
business plan, allocation of, 46–47
emotion and, 84–85
forecasts versus, 50
goal build, 32, 49–52, 109–111
questions to ask, 52
quotas versus, 81–82, 82f
revenue types, 47–49, 48f
timeframe and, 83–84, 84f
weight lifting example, 45–46
Google, 90–91
growth, sources of, 50, 123–124
H
habits, creating
accountability, 61–63
cycle, establishing, 58–61
engineering company example, 53–54
motivation and rewards, 55–58
questions to ask, 63
thinking before planning, 54–55
history (profile and position)
addressable market, 29
current pipeline, 29
financial summary, 29
Holub, Sue, 7, 8–9, 69, 71–72, 90
Hoogerwerf, Glenn, 78–79, 81–82, 85–86, 86–87
hyper-accountability, 69
I
Iceland waterfall, 77–78, 82–83
incentive pay, 56
incremental account planning, 80–81
InterContinental Hotels Group (IHG), 9, 91
K
Kaegi, Brad
commitment, 90
habits, creating, 58, 59–60, 61
structure, 25, 26, 36, 40–41
kickoff meetings, 36
L
leadership
accountability and, 62
lack of, 68
motivation by, 57, 58
politics and, 68
presenting plan to, 38
showing, 74
LexisNexis, 34, 52, 59, 60, 72, 90
Lexmark International, 7, 69, 71–72, 90
living account planning process
about, 33–34, 34f
account planning meeting, 37–38
executing plan, 38–39
finalizing plan, 38
kickoff meeting, 36
leadership, presenting to, 38
pre-work, 37
team, assembling, 34–36
local sales team members, 35
Long, David, 34, 52, 59, 60, 72, 90
M
management review, 60–61
maps
account, 31, 102, 104
needs, 30, 31–32, 99–100
white space, 32, 107–108
marginal utility, 57–58
marketing, 35, 37
McGuire, Mike, 11
measurement, 62–63
meetings
account planning, 37–38
kickoff, 36
Merial
commitment, 90
habits, creating, 58, 59–60, 61
structure, 25–26, 36, 40–41
Merken, Jill, 60–61, 62, 91–92
motivation, 55–58, 81–83
mountain climbing metaphor, 77–78
N
needs mapping, 30, 31–32, 99–100
Nesbitt, Seth, 20
new account acquisition, 16
new acquisition revenue, 48, 48f, 49
O
offer white space maps, 32, 107–108
O’Grady, Cillian, 49, 92
$100 million accounts, 41–42. See also thinking big
operations and delivery, 36
opportunity. See also strengths, weaknesses, opportunities, and threats (SWOT) analysis
as challenge, 83
goal build by, 109–111
strategy and action plan by, 32, 113–115
Opus Faveo Innovation Development, 55, 91
ownership, 12, 91–92
P
Pareto analysis, 18–20, 19f
participation, 90–91
partner sales support, 16–17
pay, incentive, 56
performance dashboard, 33
politics
as challenge, 12
conditions creating, 67–69
hurdles, overcoming, 73–74
questions to ask, 75
roles, understanding, 70–73
technology services company example, 65–67
pre-work, 37
product marketing, 35
profile and position
addressable market, 29
competitive landscape, 29
current pipeline, 29
customer performance, 30
financial summary, 29
history, 29
SWOT analysis, 30
pursuit plans, 42–44, 121–122
Q
questions to ask
account planning, role of, 20
goals, 52
habits, creating, 63
politics, 75
sales organizations, 2
structure, 44
thinking big, 88
quotas, 81–82, 82f
R
recognition, 56
regional sales team members, 35
report card, account planning, 89, 125–127
retained revenue, 47–48, 48f, 49
revenue types
new acquisition, 48, 48f, 49
retained, 47–48, 48f, 49
upsell and cross-sell, 48, 48f, 49
rewards, 55–58
roles
account leaders, 70–71
chief sales officers, 70
sales enablement, 71–73
sales team, 71
S
sales coaching, 17
sales enablement
role, 71–73
sales coaching, 17
sales incentive and compensation design, 18
sales talent development, 17
sales talent selection, 17
sales tools and process improvement, 18
sales force
account development and retention, 16
complex solution definition and positioning, 16
new account acquisition, 16
partner sales support, 16–17
sales pipeline forecast and management, 15–16
sales incentive and compensation design, 18
sales management and leadership
sales strategy definition and execution, 14–15
sales team management, 15
sales operations, 35
sales pipeline forecast and management, 15–16
sales skills assessment, 10
sales strategy, 14–15, 24–26
sales talent development, 17
sales talent selection, 17
sales team, 71
sales team management, 15
sales tools and process improvement, 18
SalesGlobe, 2, 42–44, 54, 83
scarcity, 67–68, 73
selecting accounts for account planning, 18–20, 19f
Shelmire, Camie, 47, 90
short-term thinking, 80–81
Skógafoss waterfall, 77–78, 82–83
sources of growth calculation, 50, 123–124
Sprint, 55, 56, 58
strategic account plans, 39–40
strategic thinking, 54–55
strategy, 32
strategy and action plan by opportunity, 32, 113–115
strengths, weaknesses, opportunities, and threats (SWOT) analysis, 30, 37, 97–98
structure
about, 24, 25f
account plan components, 28–33, 28f, 31f
account plan execution, 27–28
account plan types, 39–44, 39f
account plan vision, 26–27
branding project example, 23–24
living account planning process, 33–39, 34f
questions to ask, 44
sales strategy, 24–26
SWOT (strengths, weaknesses, opportunities, and threats) analysis, 30, 37, 97–98
T
tactical account plans, 40–41
Taylor, Scott, 9, 91
team support, 33
teams
alignments, 30–31, 103, 105
assembling, 34–36
commitments, 33, 117–118
coordinating, 9
motivating and rewarding, 55–58
technology services company example, 65–67
templates
account map, 102, 104
budget and forecast, 119
competitive landscape, 93–94
customer challenges and priorities, 95
essential account planning report card, 125–127
goal build by opportunity, 109–111
needs by division, 99–100
offer white space map, 107–108
pursuit scoring matrix, 121–122
sources of growth calculation, 123–124
strategy and action plan by opportunity, 113–115
SWOT analysis, 97–98
team alignments, 103, 105
team commitments, 117–118
thinking
before planning, 54–55
short-term, 80–81
thinking big
customer involvement, 85–87
increments, going beyond, 80–81
motivation and challenges, 81–85, 82f, 84f
mountain climbing metaphor, 77–78
questions to ask, 88
vision, 78–79
360-degree relationship with customers, 86–87
timeframe, 83–84, 84f
trajectory, 84, 84f
U
upsell revenue, 48, 48f, 49
V
vision, 26–27, 78–79
W
weight lifting example, 45–46
white space maps, 32, 107–108
wins, 56, 81
World-Class Sales Competency Model
about, 14, 15f
sales enablement, 17–18
sales force, 15–17
sales management and leadership, 14–15
Wudel, Deborah, 92