Use tools such as behavior-style in- terviewing or hiring assessments to be sure you choose the candidate who is the best match for the position, and the most likely to succeed long-term in your organization.


STEP 2:


PRIORITIZE ACCOUNTS Some accounts provide more oppor- tunity than others.


For your account managers or sales


professionals to be efficient and effec- tive, they should identify where to fo- cus their time and attention based on factors such as company size, industry, fit, and strength of relationship. Accounts that are open to new ideas – and that welcome a more strategic relationship – are usually better targets for growth. Likewise, when a company is growing aggressively, it may be more likely to provide growth opportunities for your company as well.


Have each of your account manag- ers or sales reps maintain a target list of priority accounts, and spend time every week developing them.


STEP 3: DEEPLY UNDERSTAND YOUR CLIENT’S BUSINESS In today’s competitive marketplace, it’s not enough to just know about your client’s business and their goals. Your account managers or sales reps must also understand • The processes and operations within the client’s organization


• The ins and outs of the client’s industry


• Challenges the client faces now – SELLING TIP How to Get a Minute of Your Prospect’s Time


If you have a one-minute egg timer, you have a good way to get your pros- pect’s attention – and, possibly, an appointment. Mail the egg timer with a note requesting one minute of your prospect’s time. Should you get the appointment, bring along another egg timer and set it for one minute to show that you’re sincere and you value your prospect’s time. Chances are, your prospect won’t stop you after 60 seconds – and your fun, creative approach will help you make a sale.


– KRISTI A. GACKE STEP 4:


LEAD WITH CONSULTING, NOT SELLING


If your team members are unable to convince your buyers they have their best interest in mind, they’ll never gain the trust needed to successfully manage the account.


Coach your account managers and sales reps to avoid starting off too strongly or too often with a sales pitch. Doing so can make the pros- pect or customer wary of connecting, and can degrade trust rather than build it. Be sure every touchpoint your team member has with a buyer has some added value, and have them al- ways keep a buyer-focused approach. An account manager who builds


strong, genuine relationships with people from the beginning will be the most effective in the long run.


STEP 5:


COLLABORATE WITH OTHER DEPARTMENTS TO BENEFIT THE CLIENT


Account management requires excel- lent communication skills – not only in communicating with the client, but


and new challenges on the horizon


• The challenges and goals of the client’s prospects and customers Having a thorough and holistic understanding of a client’s business will allow account managers and sales reps to speak with authority and earn the trust and confidence of the client. With that trust and confidence,


recommendations are taken far more seriously.


also with the other departments in your organization. An effective account manager will be able to identify exactly what a client needs, and then make it hap- pen by collaborating with other team members and departments. For example, could your market- ing department help the client with a project they’re not fully equipped to handle? Are there special instructions the client has requested or will appre- ciate in relation to delivery? Coach your account managers or


sales reps to find out what’s going to delight the customer, and then pull from any and all internal resources to make it happen.


STEP 6: MAINTAIN THE LONG-TERM RELATIONSHIP As with any relationship in life, your account managers and sales reps must work consistently to build and maintain the strategic relationship with a client. That means reaching out regularly – even if there’s not an obvious oppor- tunity to make a sale – just to check in and make sure everything is going well. If your team members aren’t consis- tently keeping up with your accounts and providing value, you run the risk of your competitors encroaching.


CONCLUSION In today’s crowded marketplace, cus- tomer experience can go a long way in differentiating your company from the competition. In addition, leav- ing untapped business opportunities behind simply isn’t an option. Unfortunately, very few people come into an account management role with all the skills necessary for success, which makes training and coaching key. Coach your reps to follow these six steps and they’ll be well on their way to building strategic relationships and maximizing the revenue potential of your most profitable accounts. 


Anita Greenland is vice president of sales, responsible for leading and executing The Brooks Group’s sales growth strategy.


SELLING POWER MAY 2019 | 37 © 2019 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


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