What can you stop doing to free up resources for high-value activities?
By Gary Peacock
Managing accounts strategically requires a fundamental shift in the way companies work with their key accounts. Shifting from a selling-mindset to a problem-solving mindset.
With a selling-mindset you only focus on your revenue; with a problem-solving mindset you focus on how you can help your account improve their business results.
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In competitive industries like yours, according to executives and experts you should implement Strategic Account Management (SAM). But isn't that just a fancy term for selling to C-Suite executives?
No. SAM is a different way of working with some of your customers.
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Global business is changing, and changing fast. Your major accounts, your top customers, want to work with you differently, with a clear focus on getting better. Your competitors are fighting on price and new and different competitors continue to emerge. For many companies this means less revenue, margin and profit.
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If you are not already managing accounts strategically, you have just one question: Why bother?
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Customers are always looking for new insights to develop and grow their profits. Strategic Account Management has proven the most effective way to build relationships and profits.
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As companies move from sales management to account management, it raises the question: "How can we measure improved strategic relationships?"
This tool will enable you to do just that.
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Varian Medical Systems Australia: A Case Study on Strategic Account Management
By Peter Browne and Gary Peacock, Managing partners at Bennelong Group International
and Chris Cowley, Managing Director Varian Medical Systems Australasia.