Identification and status of key technologies Identification and status of key resources Before the meeting, organize the key information you have and collect information that is missing. Select the right people to participate in the meeting. Set the meeting date far enough in advance so there is time to obtain all key information.
The process to close the quarter's revenue is an example. Account Planning, on the other hand, provides an opportunity for salespeople and their managers to develop a plan and drive it up the management chain for alignment and resourcing.
I started my career at Intel, and I recall Andy Grove, then CEO, explaining why the company didn't have executive washrooms and parking spaces. Andy's view was that in traditional manufacturing businesses, the most important information—regarding markets and the company's plan—was held by management.
It was management's task to drive those ideas down to the front line of the company for execution. In a technology company however, the most important information is in the heads of individual technical staff. Combined with a much faster rate of change, information in technology companies is required to flow up to management so they can make informed decisions.
Andy was right about this, and an effective Account Planning process can provide this upward flow of information regarding changes with customers and markets to management. Account Plans provide an opportunity for sales staff to keep management abreast of changes with customers and competitors, improving both Sales performance and overall corporate performance.
In addition to providing information, the other key objective of Account Planning is to define success metrics for specific customers, ensure that resourcing business plan review agenda adequate and monitor progress to targets. For our purposes, I will break Account Planning into two distinct processes, each with different objectives: The scope of an Account Review is an individual salesperson's total set of customers.
Account Reviews are brief, regular updates that take a short-term roughly day view. These plans do a deep dive on one Major Account. The plan takes a long-term view and aligns it with the corporate planning horizon usually 36 months or longer.
While the Sales team works most closely with marketing, the plans should reflect objectives across all functions and therefore be the company's plan, not just the view from the sales function. Account Planning should be broken into two processes, one with a short-term view Account Reviews and the other a long-term view Strategic Account Plans.
The difference in planning horizons drives the need for different processes. Account Reviews Account reviews focus on performance to the current and next quarter targets committed in the revenue and design win forecasts.
The reviews are held regularly, usually monthly, so keeping preparation to a minimum is important. An Account Review should provide: A platform for upward communication. The Account Review is the only forum for a salesperson to present an overall view of their accounts.
It provides an opportunity to post progress to targets, request corporate resources, influence timely decisions, and highlight important issues. Progress to current and next quarter targets. Targets should match those published in the current corporate revenue and design win forecasts.
Status of Strategies for closing new business. These should focus particularly on high potential opportunities. The review begins with the status of actions from the last review and ends by summarizing actions for follow up. The template for this meeting should take the salesperson no more than an hour to prepare.
This can be achieved if the template is designed to reuse currently available data. For example, revenue and design win data should be direct imports from the revenue and design win forecasts. In a company with corporate software, like an ERP system or Salesforce, the template should be largely populated with data directly from those programs.
Account Reviews should be high impact in terms of the information communicated but low impact in terms of the preparation required. By keeping preparation to a minimum, these reviews can and should be held monthly and the reviews themselves should be no longer than 45 minutes each.
Keeping a brisk pace will discourage getting into the details and still provide adequate time to get a good view of the business.
Since reviews are held monthly, they should become a regular part of the calendar and scheduled for the same time each month. The salesperson's manager and any other team members relevant to agenda items should attend.
As the sales executive, you should attend as many of these reviews as possible. Not only are these reviews your highest leverage opportunity to understand what is going on with customers, but its likely that you and any other management attending will pick up action items related to resourcing or problems needing immediate resolution.
Your attendance also signals to the salesperson that their customers are a priority. Account Reviews are the highest leverage way to stay current to changes in the customer base. Your attendance signals to the salesperson that their customers are important. Account Review Template and Review Meeting A good Account Review can be prepared in about half a dozen slides, with most of the information coming from existing sources.Half day planning session agenda topics.
If you are a business with more than 10 people we highly recommend that you host a one day strategic planning meeting at least every 12 months, ideally with facilitator to allow everyone to participate as well as speak freely.
Agenda. Finance and Audit Committee Open Conference Call and Webinar Updated NERC Draft Business Plan and Budget* – Review a. Comments on Initial Draft b. Management Response to Comments c. NERC Overview of Business Plan and Budget d. NERC Business Plan and Budget Texas RE Overview of Business Plan and Budget ii.
Use the following steps as your base implementation plan: Establish your performance management and reward system.
Set up monthly and quarterly strategy meetings with established reporting procedures. Set up annual strategic review dates including new assessments and . Review Progress - fy/ Business Plan - STAFF.
Approve Fall Meeting Agenda Review Committee Progress - fy/ Business Plan p.m. - p.m. Special Awards Dinner and Ceremony. October 19, November 6, PGA of America. November 9, Annual Meeting. A Quarterly Business Review (QBR) is a strategic, face-to-face, once-per-quarter meeting with your customer.
The Essential Guide to Quarterly Business Reviews. Create an agenda and make sure all attending parties receive it well ahead of the meeting time. This will help prevent the meeting from derailing. It also will give your customer.
When conducting the review, include the following activities: Conduct a gap analysis. Determine whether the project goals were achieved. Determine the satisfaction of stakeholders.
Determine the project's costs and benefits. Identify areas of further development. Identify lessons learned.
Report findings and recommendations.