S D M004 Garoutte 091807

Strategic Account Planning

Jason Garoutte, salesforce.com

Gary Hanna, salesforce.com

Anthony Forbes-Roberts, Carlson Companies

Track: Million Dollar Producer

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Session Goals

Learn how to define strategic accounts

Discuss why they deserve special focus

See how to manage these special accounts

using Salesforce

• Gary Hanna – strategy at salesforce.com

• Jason Garoutte – demo of our custom app

• Anton Forbes-Roberts – Carlson’s custom app

Gary Hanna

Senior Vice President, North American Field Sales

Salesforce.com

ghanna@salesforce.com

Areas Where We Needed to Improve

Deal-focused rather than account focused

Only thinking 2-3 months out

Shying away from elephant hunting

Coordinating across a corporate family

When You Drive Somewhere New…

Strategic Account Planning

Speak a common language

Identify accounts with most potential

Quantify the “whitespace”

Document the customer’s business issues

Share our plan internally

The Old Way of Account Planning

Inconsistent

No common language

PowerPoint, Word, Excel , napkins

Version control problems

No way to track

“Instead, let’s drink our own champagne.”

Sales, strategy, product, and marketing all play part.

For us, strategic is a

Bellwether reference

In a target industry

With seat potential above X

Involve managers in selection

First We Had to Define “Strategic”

Sales Reps Had to See the Benefit

1. Build pipeline more quickly

2. Increase close rates

3. Coordinate with the team

4. Communicate quickly with manager

Keep it Simple

Few fields

Few related lists

No redundancy – most

information still kept at

Account level

When is it Done? 3 Answers in 3 Minutes

Treasure

Keys

Map

What is the potential?

What are keys to unlocking?

How will we get there?

The Treasure: Potential Salesforce Users

The Keys: Any Number of Business Issues

The Map: Background and Overall Strategy

The Map: High-Level Tasks & Activities

Expect What You Inspect

Not Started Under Construction

Ready For Inspection

Approved

Stages for Each Account Plan

Dashboard Tracks Our Progress

Now We Measure Progress Against Plan Goals

Weekly regional meetings

Monthly executive meetings – key accounts

scheduled for discussion

Did the rep go where they said they would?

Or did they drive

off a cliff?

Results

200 account plans created so far

Tracked in dashboard

Proactive executive review of top accounts

Real test is our pipeline in these accounts

Ask me again in one year

“It’s great that we got this out of PowerPoint. There’s no question this is going to help me sell.”

-- Financial services rep, Northeast region

Jason Garoutte

Vice President, Field Operations

jgaroutte@salesforce.com

Appexchange as a Starting Place

How We Deployed to 150 reps in 90 Days

Started with executive sponsorship

Solicited ideas from reps

Focus groups and guinea pigs

Built prototype in 2 days!

Operations did the set-up

Lots of training

Set expectations with deadlines and dashboard

DEMO

A Tool for Better Account Research

A Tool for Building Org Charts

Tips for Printing an Account Plan

Printable view

Dynamic assembly (e.g. Savo, Dreamfactory)

Anthony Forbes-Roberts

Enterprise Sales CRM Manager

CARLSON COMPANIES INC.

aforbes.roberts@carlson.com

Global leader in the marketing, travel, and hospitality industries Ranked among largest privately held corporations in the USA Based in Minneapolis, Minnesota Carlson-related brands and services employ 170,000 people in 150 countries and territories.

Currently 1400 users in 5 operating groups (OGs) on a single EE org Additional 30 users on PE in a small APAC business unit Target Accounts include Fortune 1000-type businesses, potential franchisees, travel agencies, and consumers.

Enterprise focus on large B2B customers – ‘SAM’ Potential relationships for more than one OG Cross- and up-sell opportunities generate long term success and high

commissions

Carlson’s Strategic Account Management Strategic Account Management, better known as “SAM,” is

designed to build better and deeper customer relationships.

SAM is the process that promotes a unified sales effort across Carlson to make us more effective at influencing our clients.

In doing so, we bring in more revenue than we could acting as independent operating groups.

The SAM team consists of sales leaders from across Carlson Our wins are gained through:

1. Growing revenue in our named strategic accounts

2. Executing enterprise sales opportunities

SAM is about teamwork across the Enterprise

Selecting SAM Accounts In general, SAM Accounts have the following characteristics: Fortune 500 Large employee basis Large global footprint Financially healthy Carlson category spend (balance of trade) SAM team re-evaluates accounts annually to ensure we have

the right portfolio to maximize revenue

SAM Account Portfolio Data

Enabling SAM Success

Process and technology drive collaboration

Success Factors Enablers

Visibility Common global B2B technology

platform (SFDC)

Communication Common processes & language:

Sales stages (SU – P1)

Opportunity values (Gross

Sales/Net Revenue)

Account naming (common using

Dun & Bradstreet)

Collaboration Common interests, values, incentives

Enabling global account collaboration

Each SAM Account has a record in SFDC

D & B match populates key global parent account info

Scorecard measures define account status

‘Click-through’ to all Accounts, Contacts, and Opportunities across Carlson

Current totals and targets defined

Institutionalizing Common Processes and Language

Common stage nomenclature

Common Opportunity values

VOC incorporated into stage process

Identifying Individual SAM Opportunities

The SAM section is

near the bottom

2. Check the SAM box and3. Add a Net Revenue figure

4. Type the name of your SAM team lead

1. Once you have determined the Opportunity is a SAM one, click the ‘EDIT’ button

Tracking SAM Performance

Net Revenue the key foundational metric

Managing SAM Performance to Goal

‘Red, yellow, and green’ traffic light format shows us

pipeline coverage by individual

Pipeline performance tracked by region, business

unit, and SAM member

Where we need to go

Where we are

What is our nominal and

weighted pipeline value

Whether we will

meet our goal

Achieving the right results

SAM Net Revenue Increased by 40% over 2006

On track to exceed 2007 goal by 22%

Growth Increased # of SAM accounts by 30% in 2007

Revenue from SAM accounts increased 51% over 2006

Best Practices First single source of cross-unit B2B account info in Carlson’s history

SAM pipeline management principles the Carlson ‘standard’

Focus on revenue; key fields drive tool simplicity

Advice

Be customer-driven Be easy to buy from and sell for

Build only what you need

Be as simple as possible

Don’t give up

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Anthony Forbes-Roberts

CRM Enterprise Manager

Gary Hanna

SVP North America Field Sales

Jason Garoutte

VP, Field Operations

QUESTION & ANSWER SESSION

Carlson Companies

salesforce.com

salesforce.com