our sales professionals to have this sort of conversation. But we needed to, and the transition is not trivial.


The Valkre platform has served as


a beacon by leading us down a path of including Marketing in our SAM strategy. Within Valkre we created a value proposition library that includes the


critical


challenges to details on specific initia- tives we can execute together.


Each value proposition story includes value propositions our


SAMs need to “level up” the conversa- tion. These range from strategic “One Bracco” ideas that solve major customer


the challenge being solved, what we uniquely do to solve the challenge and the expected quantified customer outcome. This was an eye opener for both our marketers and our SAMs in terms of the benefits of having com- mon structure and quantitative rigor that can quickly change conversations internally and externally.


Between our SAMA training and


Valkre platform, our thinking about the transition has shifted to more of a corporate strategy, one that spurred us to get more of the organization involved. The Valkre software has this understanding built into it. Within the same platform, our marketers and SAMs can work together on what is truly a powerful approach to account- based marketing and SAM.


CHALLENGE 5: CREATE ORGANIZATIONAL ALIGNMENT


PARKER HANNIFIN


We run our


team meetings within


Valkre. To us, this means updates on critical initiatives in an orbit that includes the large company we work for and some of the largest oil and gas original equipment manufacturers (OEMs) in the world.


The tools have been highly valuable


Stephanie Weiss Global Account Manager


in driving internal alignment. Prior to Valkre, each global account man- ager had his or her own version of an account plan ranging from spreadsheets to PowerPoints. These manual tools


took an incredible amount of time to maintain and update for account review meetings. Trying to assimilate various formats and information for global business


leaders was cumber-


some and detracted attention from the critical aspects of our work.


We see Valkre as having gotten it


right. The core engine of their plat- form is about the work we are doing as GAMs. It is centered on customer chal- lenges, our potential solutions, and the initiatives and projects under execution. We can align on internal resources, track progress and capture customer value to help drive a c c ount a bil i t y. Not


only do we


have visibility into our own accounts, but Valkre enables us to see what the other GAMs are working on and have completed with customers and the groups within our organization.


VOL. 21 ISSUE 3 2019 VE L O C I T Y ® 3 3


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