41. How does your company show up? Corporate initiative or sales strategy?

Transcription

1 41. How does your company show up? Corporate initiative or sales strategy? Presenters: Joseph Pinzon, VP Corporate Accounts, Konica Minolta Bernard Quancard, President & CEO, SAMA

2 Presentation Outline Making the Case: Corporate initiative or sales strategy? What are the big differences? SAM is not sales What are the impacts of SAM as corporate initiative on: Executive engagement (engaging the C-level) Organizing for SAM vs. Sales including customer coverage and funding Selecting the right accounts Selecting, developing, and coaching the right talent Closing Comments and Q&A

3 Is this a corporate initiative or sales strategy? Company X s Global Account Mission Statement Value add is expressed through the following business model: Right People 1. Invest in executive level, industryknowledgeable professionals possessing strong understanding of the external marketplace (competitive landscape, productivity barriers, industry trends, etc.) with Rainmaker mentality

4 Is this a corporate initiative or sales strategy? Company X s Global Account Mission Statement Right Approach 2. Dedicate these Managing Directors to our most strategically-relevant global clients, making executive calls and establishing credibility at the highest level s of the client s organization. This position allows GAO to fully understand the client s business (current challenges and future opportunities) in order to provide insights for how to compete and grow in the current and emerging environment.

5 Is this a corporate initiative or sales strategy? Company X s Global Account Mission Statement Right Solutions 3. Turn insights into solutions by leveraging the company s full portfolio of technology and services offerings to help clients operate more efficiently and enable them to grow their businesses.

6 Is this a corporate initiative or sales strategy? Business Outcomes of Company X Initiative Company X as a Strategic Business Partner (Trusted Advisor Status) - New signing up 200%, 2013/2013 Mega Deals up 300% - 100% Customer Retention - Super Growth in Revenues - Profit Growth - Innovation Growth

7 Konica Minolta: Corporate initiative or sales strategy? Before Circa 1998 Established as a sales strategy Share of wallet (internal) Single channel support Invited (sinking ship) Channel leadership sponsorship SAM/KAM sales manager attributes Account selection criteria (Fragmented organizations)

8

9 Konica Minolta: Corporate initiative or sales strategy? How do we show up? Not a KM market strategy Low Cost Provider Convergence Partner Best in class Corporate Initiative Sales Strategy Relationship Vendor Trusted Advisor Corporate Initiative

10 Konica Minolta: Corporate initiative or sales strategy? Trusted Advisor Re-organized and aligned as a corporate initiative Share of wallet (3 rd Box approach) Integrated channel support Scientific Account Selection Corp executive steering committee sponsorship CAM (Managing Director attributes) Investments CAM (CSAM, Compensation practices, and Tools)

11 Konica Minolta: Corporate initiative or sales strategy? Sales Strategy Corporate Initiative Partner Results Increase customer Rev Increase customer bottom line Promotion of BU Growth KM Results: Trusted Advisor Status Contract Rev gains Contract Margin gains Net new contract awards

12 SAM is not Sales Traditional Sales Strategic Account Management Short-term focus Product-focus Commodity-based pricing Supplier account planning Single owner Responsible for individual relationships Accountable for revenue Implementing sales strategy Mid- to Long-term focus Customer solution focus Value-based pricing Joint account planning Multi-Functional Team Responsible for the overall customer relationship Accountable for range of business outcomes Implementing business strategy w/ corporate goals Two Different Roles, Two Different Skill Sets

13 SAM as a Corporate Initiative

14 SAM as a Corporate Initiative Engaging the C Level The Siemens Executive Relations Program Accounts where a sponsorship by a Siemens Board Member is of special value for the customer and Siemens Drive a customer-specific sales strategy supported by a personal executive engagement Sector- and region specific executive relations programs are set up to serve more Siemens Top Accounts Establish strategic partnerships between companies on all levels Establish and shape long term relationships with customers' Top Executives (trust) The Account Manager supports the Board Member in all regards Trust = Credibility + Reliability + Intimacy Self-Orientation Siemens AG/CD. All rights reserved Siemens One.

15 Engaging the C Level: Konica Minolta Executive Steering Committee Program Position executive influence within program customers Steering Sponsor for all major engagements for the term of the relationship Relationally engage all business unit executive leadership Clear internal obstacles Provide funding and resources Quarterly health of relationship reviews (Internal) All strategies motivated by CAM OPS Consult Konica Minolta Executive Account Sponsor CAM Engagement Team Bid Manager / Project Manager / Service Delivery Manager Hardware Software Rollout Service delivery Contract Reporting Business Intelligence Security & Environment. Expert Expert Expert Expert Expert Expert Expert Expert Expert Top Line Revenue Growth Total Value Contribution Bottom Line Growth BU Growth

16 Organizing for SAM KAM Positions at Siemens: CAM, RAM, GAM Siemens AG/CD. All rights reserved Siemens One.

17 Organizing for SAM The Model of a Siemens Account Team The CAM is the leader of the team CAM professionalizes the client relationship The Account Team members support the CAM in accordance with the Account Business Plan Information is shared via Philos Members of the Account Teams continue to report to their original business units on disciplinary matters 1) Example for a customer specific design Siemens AG/CD. All rights reserved Siemens One.

18 Organizing for SAM Market Development Boards steer the Account Management and develop Markets for Siemens BU Head Lead BU MDB Manager BU 1 BU Rep Customers CAM Account Team Market Development Board (MDB) BU n BU Rep Market Development Resources (MDR) 14 MDBs that work across sectors & report to the sales board MDBs & Account Managers main tasks: 1. Maximize Siemens total business with the target market through development of a comprehensive market strategy and implementation in accordance with the Siemens One KAM system 2. Achieve a coordinated, effective presence for Siemens in the defined market and ensure a continuous outside-in view 3. Guarantee worldwide support for their Key Account teams on cross-region and - division issues P&L responsibility stays with units Siemens AG/CD. All rights reserved Siemens One.

19 Organization Design & Structure Konica Minolta Best Practice KMI President & COO Division 1 Division 2 Business Intelligence Corporate SU s Business Unit Business Unit Corporate Division Support Sales Division Sales Division Corporate Account Manager Major Account Group Support LOB 1 LOB3 LOB2 LOB4 Support LOB5 LOB6

20 Organizing for SAM The Model for Konica Minolta Account Team Desktop & Departmental Print Global Account Partner Governance North America South America Europe Asia Africa/Mid east Australia Corporate Account Manager Internal-External Production Print Resources and Support Business Solutions Engineering Sales Service SME s Channel (Direct or Indirect) Regional BU

21 Organizing for SAM The Model for Konica Minolta Account Team Mission: Is to align, collaborate, and strategize with KM s resources and subject matter experts in an effort to advance our position from a supplier to a strategic trusted advisor in our most valued customer relationships. This team based approach will generate customer total value contribution, which is the sum of top revenue + bottom line + business unit growth (Present & Future)

22 Selecting the Right Strategic Accounts: A Key Driver of SAM Program Performance Importance Ranking % using for SA selection Past/current revenue size 82% 80% 79% 3 Business growth/increased opportunities 78% 71% 68% 5 Potential revenue 75% 79% 66% 1 Strategic fit of the two companies 50% 54% 50% Customer's market leadership position 51% 57% 49% Potential industry/market growth 42% 49% 43% Geographic/global requirements of coverage 47% 45% 42% Customer buying behavior/preferences 43% 445% 41% 2 Current level of trust and openness in the customer relationship 43% 44% 40% Potential profitability 48% 41% 39% * 2014 Report on Current Trends & Practices in Strategic Account Management. Strategic Account Management Association.

23 KM: Corporate initiative or sales strategy? Quantitative Criteria Vertically Alignment BCG Analysis Market Share Analysis Profitability / ROI Partner Effectiveness Index Customer competitive position Size & Scope Qualitative Criteria TVC Willingness Identify how we can show up BU willingness to partner Executive Sponsorship Supplier competitive position at the customer Strategic positioning *Source BCG Supplier Effectiveness Example SUPPLIER EFFECTIVENESS RATING: 88.4% SCORECARD % of Supplier Element Supplier Element Value Average Rating Average Comments Dimension Performance Measure Target Weight Actual % of Target Introduce concepts and ideas that coincide with Customers objectives People Thought Leadership 5 10% % 84% Effectively resolves problems and provides responsiveness to follow up Effective Acct Mgmt 5 8% % 132% Understand the customers needs and applied efficiently to the business model Business Acumen 5 6% % 128% Proper use of people resources - Project Manager, Trainers Availability of Resource 5 5% % 114% Leveraging Leadership Team 5 5% % 100% KM Leadership was made available Customer Initiatives 5 3% % Discovery of how KM expanded business 100% initiatives Return on Investment 5 6% % 94% Savings Targets Achieved Business Optimization of Operating Costs 5 5% % 128% Driving behaviors to proper cost efficiencies Innovation 5 5% % 93% Proper Technology utilization Strategic Alignment 5 4% % 127% OPCO/Corp/Support - Do we have assignment across all channels Product Quality 5 4% % 100% Overall product perception and acceptance SLA Fleet Response Time 5 4% % 100% 4 Hour Average SLA Fleet Uptime 5 4% % 100% 95% Uptime SLA Images Between Calls 5 4% % 105% MCBC - National standards SOW Compliancy 5 4% % Current Project i.e. Assessments for OPS, 84% Document Management, Eco First Call Effectiveness 5 4% % 109% 90% Target Delivery/Installation SLA 5 4% % 100% Delivery and install within 14 Business days Structure Symbiotic Human Capital 5 3% % Sending people to do assessments without 89% charge, analyzing workflow Complimentary Fleet Management System 5 3% % 100% MyKMBS.com Complimentary Remote Diagnostics 5 3% % 80% vcare, Print Fleet Complimentary Microsite 5 3% % 80% ShareSite Utilization Voice of Customer Survey's 5 3% % 83% Surveys conducted timely and questions applicable to customer/project SUPPLIER EFFECTIVNESS RATING 88.4% POOR GOOD EXCELLENT

24 Selecting, Developing, and Coaching the Right Talent Key Leadership Competencies of a Great SAM 1. Understanding Organizational Priorities The Great Explainer (both at the customer and at home) 2. Strategic Account & Opportunity Planning 3. Joint Solution Development, Co-Creation and Reaching Agreement 4. Multi-Functional Account Team Leadership The Great Aligner (3 year and one year account plan and budget) The Great Provoker & The Great Quantifier The Great Connector 5. Overall Relationship Outcome Management The Great Optimizer Source: SAMA & Summit Group

25 Business Acumen Thought leader Strategic Negotiator Resourceful Director Level Innovative Lead Cross functional teams Corporate initiative or sales strategy? Talent Enablers CORP. LEADERSHIP CAM SELECTION ATTRIBUTES PROCESSES DIVISION SATISFACTION PARTNER SATISFACTION BUSINESS RESULTS Mapping strategy tools Score carding Strategic team sessions Channel SAMA training MBO s SAMA University SAMA Principles CSAM Harvard Business Bluepoint Leadership EDUCATION Talent Enablers IMPACT ON ENTERPRISE Results

26 Closing Comments and Q&A What are the key take-aways of this presentation/discussion on Corporate initiatives or sales strategy? How does your company show up? :

27

28 Joseph Pinzon Bernard Quancard