Danger Ahead - DO NOT BID!

February 9, 2021 1 minute read

Richard Wright

Managing Director at ASPIRE Account Management

SALES OPPORTUNITY QUALIFICATION 

Extensive amounts of time and money are frequently wasted in the pursuit of sales opportunities which either don't result in an order or, where an order is taken, there is either a very low profit margin or an actual overall loss. Also, in many ‘lost order’ cases, the bidder had little or no chance of winning the order in the first place.

Such financial losses and disappointments can so often be avoided by performing rigorous qualification to determine the chances of actually winning the order and also minimise the delivery risks should an order be taken to undertake work or to provide a service, people or product.

So, a thorough qualification exercise needs to take place at both the outset of the sales process and then on an ongoing basis if it’s decided to go ahead and bid. Because such a wide range of questions need to be asked, these are divided into ten separate groups. To make these easier to remember, the first letter of each group name is used to create the acronym COSMONAUTS.

As it’s virtually impossible to remember all the questions off by heart, ‘COSMONAUTS’ should at least help you to remember the ten groups, which will then hopefully trigger some of the key questions. This is so important as qualification doesn't conveniently happen all in one go. It can be spread over several days or weeks, even months, and sometimes in an informal exchange with the Client when you haven't had the opportunity to prepare.

Please note that the word 'contract' is used to represent all types of sales opportunity/order (individual assignment, project, service, people placement, product, etc). Also, the word 'Client' is used generically to represent both Clients and Prospects.

You’ll see that not all the questions are for the Client directly. Some of the required information will already be held in the Account File &/or known by the Account Manager and some by people who have worked, or are currently working, for the Client in question. Other information may be obtained from the Client's website, PR office, Annual Report & Accounts, etc.

You can also score the answers in each group and apply weightings according to your Company's view on importance, risk, etc. In any event, you should stop all further sales activity if you become concerned with the qualification outcomes to such an extent that they cannot be resolved to your satisfaction and therefore minimise the amount of time & money spent on an inappropriate sales opportunity.        

Some example qualification questions are given below:

Competition - are they currently working for the Client, or done so previously?

Opportunity - would the contract provide important new Client contacts/business knowledge?

Solution - what are the strengths & weaknesses of your solution?

Money - are your cost estimates within the Client’s budget?

Objective - what is your Company's reason for pursuing this contract (strategic, tactical, financial, idle resources, etc)?

Need - what are the consequences of the Client not going ahead with the contract

Authority - who are the influencers & decision makers; do you have access to them?

Unique - are any of your USPs in the Client's decision-making criteria?

Timescale - can you realistically complete all the sales bid activities, in addition to what is to be delivered contractually, in the required timescales

Size - is the contract too big for your Company?

Click here for another 60+ qualification questions

Please also remember that qualification should continue throughout the sales process as circumstances & knowledge will be constantly changing on both 'sides'.

BEST PRACTICE QUOTE 5 OF 25: “inadequate qualification of sales opportunities will have potentially disastrous financial consequences & a very damaging effect on morale”

I really hope you, your colleagues & business associates find value in these articles; please let me know either way. Please also get in touch if you think there might be potential for our businesses to collaborate.

Another 20+ components of account management can be found at ASPIRE Account Management together with over 300 free checks & tips - all of which aim to significantly improve Supplier performance and block the Competition.

NEXT POST: What Sort Of Performance Was That! (account performance reviews)

Previously:  Virus? Some Things Will Never Change (basic principles of best practice will always be paramount); Good Client, Bad Client! (do you really understand your client?); So, You Call That A Culture! (values, ethos & image); Is Your Account Manager Fully Empowered? (enabling your Account Manager to succeed)

Mission Statement: "As the new business world emerges, enable suppliers to minimise risk in all that they do with particular focus on client retention, increased productivity & business growth"

ASPIRE Account Management

25 modules, 1500 checks & tips - best practice at its practical best

Is Your Account Manager Fully Empowered?

February 2, 2021 2 minute read

Richard Wright

Managing Director at ASPIRE Account Management

could POOR results be YOUR FAULT, not theirs?

If you haven’t selected the right individual(s) and fully empowered them, you’ll be the first port of call when it comes to playing the ‘poor performance blame game’.

Because Account Managers are the face of your Company when it comes to dealing with Clients and third parties, they must be very visible at the Client site and regarded as an ally by everyone (Client, third parties & anyone representing their own Company).

As well as being key players for both their own Company and the Client, Account Managers must also be a supporter & promoter of the Client when discussions take place within their own organisation.

For Account Managers themselves, it’s imperative that they understand the Client's culture and are seen to ‘merge’. It’s crucial to demonstrate this understanding as early as possible and at every level of Client contact; Account Managers must engage with the culture and ‘speak the speak' as and when appropriate. As soon as this begins, the Account Manager's standing in the Client environment will significantly increase.

Before Covid-19 it was essential for Account Managers to socialise with the Client, third parties and everyone who represented their own Company. Socialising was frequently the source of very useful information which couldn’t otherwise be obtained and provided invaluable background to unexplained situations encountered in the workplace. Let’s hope this option returns in the not too distant future.

Although Account Managers may not be dedicated or even have that title, the Account Management process must still be followed.

Some of the example checks and tips below relate to Account Managers operating in large Supplier organisations. Account Managers who represent small and medium sized Supplier businesses will need to cut down the subsets as appropriate. The checks and tips are directed to the Account Managers themselves.

Responsibilities

• thorough understanding of all contractual terms & conditions, service level agreements, KPIs, etc.

• broad appreciation of the Client's business, financial performance, market & Competitors

• comprehensive knowledge of your Company's sales propositions, products, capabilities and financial performance

• ensure all risk management practices & procedures are continually adhered to by everyone concerned

• ensure your Company's senior management meet the right level of Client management at the appropriate frequency

• regularly test colleagues' knowledge (all those who have Client contact) of current contracts & commitments, sales propositions & products and Client business operation, performance & culture

• initiate Client Satisfaction Surveys & create Improvement Action Plans

Priorities & Practice

Outset

• approach every new Client as if it's going to be a long-term business relationship even if the initial contract is short term or small.

• strive to maintain a high profile and encourage an atmosphere of openness. Act as a facilitator/enabler wherever possible and let Client contact(s) know who else you are seeing in the organisation.

Knowledge

• identify mission statements, strategies, goals & targets of both the Client and your own organisation - know these off by heart. It will be so impressive to draw on these when talking to the Client or your own boss.

• find out key dates/events in the Client company's calendar - staff meetings, business updates, sales conference, dress down days, Christmas lunch/party, etc.

Reputation

• you’ll enhance your reputation by getting across your understanding of your Client’s market, business, problems, challenges, culture, etc. (look for opportunities to do this).

People 

• influence the selection of the most appropriate individuals to work for your Client. In addition to a good skill/technical fit, individuals must also fit with the Client's culture. If you have any doubts about an individual fitting-in then they probably won't, so don't use them - they'll be enough risks to deal with as it is!

Practice

• for presentations, tricky meetings and difficult discussions you must rehearse, rehearse, rehearse. Always have your Company's presentation to hand and be ready to give it at short notice.

• ensure there is quality in all that is done but not necessarily 'top' quality as the Client may feel they’re paying for something which isn't necessary/required.

• as you increase your knowledge of your Client’s business be proactive in making suggestions for improvements. How can you make things easier for your Client contact(s), improve efficiency, etc.? Depending on your Company’s involvement (there might not be any yet), you may not charge for this but don’t be afraid to ask for payment if it’s justified and you don’t really benefit (directly/indirectly) by giving a 'freebie'.

Dangers & Pitfalls

• Account Managers must be fully empowered to take responsibility for their crucially important role.

• although there will be times when certain Client individuals seem not to like you or are difficult for good reason or not (they may just resent your Company being there), it's vital that you treat them exactly the same as others who you do get on with. Never behave or act any differently. Not only will some of your dissenters eventually come around, some may even confide in you, ask your opinion, etc. - and you could then become privy to key information. Some of these people may eventually respect you and become totally trusting.

• any problems/issues must be nipped in the bud, remove problem people who represent your Company and initiate plans to deal with any problem Client staff/managers as appropriate.

You may even choose to perform SWOT analyses on difficult people.

Click here for Attributes, Manner, Dress & Personal Care

The importance of the attributes, role, responsibilities and practice of Account Managers cannot be over-emphasised; your business health will always be dependent on these individuals. Appointing an Account Manager will be one of the most important decisions ever made by a Supplier. If the person doesn't fit the bill, or isn’t fully empowered, it could cost their Company millions of pounds.

 Click here for another 100+ tips.

I really hope you, your colleagues & business associates find value in these articles; please let me know either way. Please also get in touch if you think there might be potential for our businesses to collaborate.

Another 20+ components of account management can be found at ASPIRE Account Management together with over 300 free checks & tips - all of which aim to significantly improve Supplier performance and block the Competition.

BEST PRACTICE QUOTE 4 OF 25:

“the account manager is pivotal to success or failure - their appointment is the most important decision”

NEXT POST: Do You Really Need That Order? (sales opportunity qualification)

Previously:  Virus? Some Things Will Never Change (basic principles of best practice will always be paramount); Good Client, Bad Client! (do you really understand your client?); So, You Call That A Culture! (values, ethos & image)

Today:  Is Your Account Manager Fully Empowered? (enabling your Account Manager to succeed)

Future:  Do You Really Need That Order? (sales opportunity qualification); What Sort Of Performance Was That! (account performance reviews) and many more

Mission Statement: "As the new business world emerges, enable suppliers to minimise risk in all that they do with particular focus on client retention, increased productivity & business growth"

ASPIRE Account Management at manageanyclient.com

25 modules, 1500 checks & tips - best practice at its practical best

SO, YOU CALL THAT A CULTURE!

January 26, 2021 1 minute read

Richard Wright

Managing Director at ASPIRE Account Management

Supplier Values, Ethos & Image

Does everyone agree that it’s crucially important for Clients to understand that your own Company has an impressive set of values and an ethos to be admired which distinguishes it from the Competition?

Of course you do!

Indeed, many businesses will already have these attributes which are well documented and used in the sales process.

However, although some companies will have such values and ethos, they aren’t documented or possibly not even thought about or realised.

Or they just don't exist in any form! In which case this subject needs to be given swift and careful thought, and debated/workshopped/brainstormed by key members of your organisation.

So, a clearly defined set of values needs to be established and conveyed to all colleagues & Clients. They will also need to be incorporated into the sales process. In time, these values will become part of the fabric of your Company, part of its culture.

However, such values must be meaningful and genuine. You can't just make them up!

Nevertheless, it can’t be overstated just how important it is for your Clients to be aware of your values & ethos which will be the foundation for all that you do for them.

These are some examples of what you might consider:

• individual mentorship scheme for all new joiners or change of role

• promotion from within wherever possible

• demonstrate pride in all that is done

• prompt payment of Suppliers unless good reason not to

• always convey bad news at the earliest opportunity

• proactively strive for continuous improvement

• respect for the Client's culture, values & practices

• strive for a track record of delivering real business benefit

• strive to make Client organisations & individual contacts (more) successful

• identify areas where any form of value added (freebies) can be provided without difficulty

• rigorous qualification of sales opportunities throughout the sales process

• strive for every Client to become a reference site

Some of the above 'values' will be integral to your own Company which help distinguish it from the Competition. They will also provide the foundation for high quality deliverables, services, people & products which in turn will make your Clients more successful.

As a consequence, never feel awkward about what you charge or profits made providing, of course, you have supplied the required level of quality ‘deliverable’ on time and within budget; particularly if you’ve also provided 'added value' where the Client was not charged for something beneficial which was over and above what was contracted for.

People (your Company's biggest asset), consistent quality output (pre-requisite for repeat business) and openness (earning colleague & Client trust) will always be the critical success factors regarding future progress in Client Account Management.

The term 'people' is used in the broadest sense when referring to your own Company and means anyone who is working for, or representing, your organisation including consultants, contractors, temporary staff, external partners, associates and so on.

So, it’s vital that wherever your resources come from it remains seamless to your Clients. Indeed, any differences in work practice, values, dress or attitude may seriously jeopardise the Client relationship and damage your profit margin & future business.

Therefore, it is imperative that all 3rd parties are made fully aware of the above before they are taken on. In addition, there must be adequate and consistent induction (which includes values & ethos) for anyone representing your Company on the Client site; permanent staff are no exception.

Click here for another 40+ tips.

I really hope you, your colleagues & business associates find value in these articles; please let me know either way. Please also get in touch if you think there might be potential for our businesses to collaborate.

Another 20+ components of account management can be found at ASPIRE Account Management together with over 300 free checks & tips - all of which aim to significantly improve Supplier performance and block the Competition.

BEST PRACTICE QUOTE 3 OF 25:

“your company’s values, ethos & image will be the foundation for business excellence”

NEXT POST: Is Your Account Manager Fully Empowered? (enabling your Account Manager to succeed)

Previously:  Virus? Some Things Will Never Change (basic principles of best practice will always be paramount); Good Client, Bad Client! (do you really understand your client?)

Today:  So, You Call That A Culture! (values, ethos & image)

Future:  Is Your Account Manager Fully Empowered? (enabling your Account Manager to succeed); Do You Really Need That Order? (sales opportunity qualification); What Sort Of Performance Was That! (account performance reviews) and many more

Mission Statement: "As the new business world emerges, enable suppliers to minimise risk in all that they do with particular focus on client retention, increased productivity & business growth"

ASPIRE Account Management at manageanyclient.com

25 modules, 1500 checks & tips - best practice at its practical best

GOOD CLIENT, BAD CLIENT?

January 17, 2021 1 minute read

Richard Wright

Managing Director at ASPIRE Account Management

DO YOU REALLY UNDERSTAND YOUR CLIENT?

Without a satisfied client you're doomed …………. unless there’s an opportunity to turn the situation around if there have been some client management changes or you’re the newly appointed account manager.

Client managers & staff are just like you and me. They have good days & bad days! They have pressures inside & outside work. Some are in the wrong job. Some are just not up to it. Some are on the way up, others on the way down. Then there are those that are just plain difficult, who've got attitude - probably the worst of the lot because many are more than capable but just make things very uncomfortable for you and others.

However, no matter what these people are like, you have to work with them. You have to get onto their level and develop a sound business relationship regardless of how difficult it may be.

Before starting work for any client, time must be made for everyone to be fully inducted and will include client history, relationship, culture, protocols, dress code, hours of work, lunch/coffee times, security (site, themselves, their work), organisation charts, contact details, difficult/problem people, do's & don'ts, etc., etc.

Here are some example critical success factors which should help smooth the ride:

• the client's culture will always be sacrosanct whether you find it agreeable or not; you need to understand, accept and comply with it

• integration with client staff, unity & teamwork

• increased productivity of client staff/managers

• one focal point (account manager)

• skills & knowledge transfer to client staff/managers

• early warning of issues/bad news

• strive to be regarded as fair & reasonable, reliable and value for money

• demonstrate innovation with practical, appropriate and effective solutions

• show commitment & pride throughout

• never underestimate an individual (although they may be inadequate they will always know others who aren't, some of whom may have influence)

• strive for client managers to look good (let them take the credit even though it's been down to you; they'll know that even if they don't acknowledge it, and it will make you less dispensable)

• never knock the competition; your client contact may have a relative or friend working there or they may have worked there themselves and have positive memories

• cultures are not usually written down (& individual views on what it is may vary). Great care must be taken regarding the culture & practice of sub groups within the client organisation as these may not be consistent with the client's overall culture & practice. Indeed, there may even be significant conflict so beware

• certain individuals at every level will be seen as 'company people', people who understand and adopt the core values, ethos, etc. Others either don't understand the culture or do understand but don't want to conform or openly resist - this is regarded as career suicide by anyone who has accepted/adapted to the company culture and is committed to that way forward

• over time you will identify 1 or 2 client 'culture role models' but take care to 'reassess their game' every so often as they may fall out of favour

In order for suppliers and clients to develop compatible business relationships, it’s absolutely vital that the client’s culture & psyche, and the supplier’s values & ethos, are understood and accepted by both parties. If contractual obligations are also being fulfilled, the chances of synergy and harmony will significantly improve.

Click here for another 40 tips..

I really hope you, your colleagues & business associates find value in these articles; please let me know either way. Please also get in touch if you think there might be potential for our businesses to collaborate.

Another 20+ components of account management can be found at ASPIRE Account Management together with over 300 free checks & tips - all of which aim to significantly improve supplier performance and block the competition.

BEST PRACTICE RULE 2 OF 25: “A stubborn resilience, determination & professionalism will eventually win through when confronted with unpredictable client behaviour”

NEXT POST: So You Call That A Culture! (supplier values, ethos & image)

Previously:  Virus? Some Things Will Never Change (basic principles of best practice will always be paramount)

Today:  Good Client, Bad Client! (do you really understand your client?)

Future:   So, You Call That A Culture! (values, ethos & image); Is Your Account Manager Fully Empowered? (enabling your Account Manager to succeed); Do You Really Need That Order? (sales opportunity qualification); What Sort Of Performance Was That! (account performance reviews) and many more

Mission Statement: "As the new business world emerges, enable suppliers to minimise risk in all that they do with particular focus on client retention, increased productivity & business growth"

ASPIRE Account Management at manageanyclient.com

25 modules, 1500 checks & tips - best practice at its practical best

Covid: some things will never change

January 9, 2021 1 minute read

Richard Wright

Managing Director at ASPIRE Account Management

As most of us believe the business world will never be the same again after Covid-19 we speculate different scenarios as to what might be. However, there's little doubt that the pool of clients and prospects will inevitably be smaller and winning new business much harder and more competitive. 

Hence the need to work with greater productivity, delivering on time to the required level of quality with consistency across all clients and performing risk management activities throughout. Failure to do so will be disastrous, resulting in clients lost to the competition; clients who’ll have much greater 'value' post Covid.

However, although the business environment is likely to change significantly over time, the basic principles & processes of business best practice will remain, being even more important than before. 

So, the first priority will clearly be for suppliers to retain existing clients as well as current prospects for new business even if they’ve been a pain to deal with in the past, damaged your profit margin or put you under unreasonable pressure - conversely, they may now be pleased to hear from you, maybe they used to take the credit for your efforts and now feel very vulnerable.

In order for suppliers and clients to develop compatible business relationships, it’s absolutely vital that the client’s culture & psyche, and the supplier’s values & ethos, are understood and accepted by both parties. If contractual obligations are also being fulfilled, the chances of synergy and harmony will significantly improve.

To explore this and many other aspects of account management further, I aim to write a series of posts which I hope will be of value and appropriate for the type & size of your client, prospect and target organisations. Future posts will include:

Good Client, Bad Client! (understanding your clients)

So, You Call That A Culture! (supplier values, ethos & image)

Have They Really Been Fully Empowered? (supplier account manager)

Do You Really Need That Order? (sales opportunity qualification)

What Sort Of Performance Was That! (account performance reviews)

As these posts will be geared to anyone engaged in developing new business with clients or prospects, and for ease of context, I’ll regard all readers as account managers as everyone has the same endgame, no offence!

I really hope you, your colleagues & business associates find value in these posts; please let me know either way. Please also get in touch if you think there might be potential for our businesses to collaborate.

NEXT POST: Good Client, Bad Client!

Best Practice Rule 1 of 25: “as nothing is more important than the client relationship, everyone must understand, accept & comply with the client’s culture at all times”

Mission Statement: "As the new business world emerges, enable suppliers to minimise risk in all that they do with particular focus on client retention, increased productivity & business growth"

ASPIRE Account Management at manageanyclient.com

25 modules, 1500 checks & tips - best practice at its practical best