CUSTOMER NAME ACCOUNT PLAN YOUR NAME - DATE © BMC Performance Ltd. 2018

SUMMARY Revisions: Date Owner Other Contributors Summary of Revisions Next planed revision: Date Owner Other Contributors © BMC Performance Ltd. 2018

DELETE ONCE UNDERSTOOD CONTENTS SUMMARY Summary of key points and considerations Reason for completing account plan Quick facts CUSTOMER Brief description of the customer’s business and mission statement The customer’s organisational structure The customer’s recent performance and forecast Your customer’s goals The nature of the potential/current/recent projects with this customer DRIVERS & PROPOSITION EXPECTATION MANAGEMENT DECISION MAKING DELIVERY ACTION PLAN & REQUIRED RESOURCES HELP BOXES Captions in red text boxes (such as this) may provide additional guidance. DELETE ONCE UNDERSTOOD © BMC Performance Ltd. 2018

SUMMARY Summary of key points and considerations [TEXT] A summary of key points from the detail of this document. Complete this section last. What are the short and long term strategies? Remember: this is an internal document only and should be a full and candid assessment. Create additional pages as required. Summary of key points and considerations [TEXT] Reason for completing account plan Who do you expect/want to read it? What do you need others within your business to understand about this customer? What support do you need from the rest of the business to grow/retain this customer? © BMC Performance Ltd. 2018

QUICK FACTS Current opportunity bank Secured £0 Forecast Pipeline Prospect Annual budget/target? Prior year actual Is this customer in your top 10? Y/N Target Key Maintained Managed Relationship Potential ← From the start of the current financial year and all future ↑ Move marker then delete this box. Refer to module 04 ← Use your own target if no formal target has been set ← According to the definition in module 06 © BMC Performance Ltd. 2018

CUSTOMER Brief description of the customer’s business and mission statement [TEXT] The customer’s organisational structure The customer’s recent performance and forecast Your customer’s goals The nature of the potential/current/recent projects with this customer The customer’s website will normally give you this To give your readers an understanding of which divisions/regions/etc. of the customer’s business you are creating an account plan for. You should also note any key relationships here. You don’t need to perform in-depth analysis of their accounts, but an understanding of whether business is good or not for your customer. Their financial position might have a significant impact on the way in which you deal with this customer As opposed to their mission statement, what are their immediate strategic objectives? A good clue is normally to see how they are positioning themselves versus their competitors + any new products or services they are developing/offering Have you delivered on time/budget, are there any difficult relationships, is there a healthy level of goodwill, do you have any particularly strong relationships you can leverage or are overly-reliant upon to win further business? How do the current opportunities you are working on with this customer compare to historic won and lost opportunities? © BMC Performance Ltd. 2018

PURCHASE TYPE What are the implications of this? [Text] Forced Concept Discretionary ↑ [Drag pointer then delete this text] What are the implications of this? [Text] Refer to module 9 and assume that the person reading this document has not read the module. Describe what is meant by either forced, discretionary or concept purchase in the context of this individual customer. © BMC Performance Ltd. 2018

EXTERNAL AND INTERNAL DRIVERS AND ALIGNING OUR PROPOSITION External Internal Legislation, Market conditions, Public opinion, Competition, Technology, Economy Finance (company), Finance (department), Customers, Strategy, Staff, Suppliers What are their dominant drivers? See module 08. Comment on the relevant factors only Competency (skills & suitability) Offer (relevance & tangible benefit) Price (value & terms) Competency (skills & suitability) Offer (relevance & tangible benefit) Price (value & terms) How can you build your proposition around these? See module 09. Comment on the relevant factors only © BMC Performance Ltd. 2018

PERSONAL DRIVERS Name Personal Drivers How this influences our proposition See module 08 © BMC Performance Ltd. 2018

PROPOSITION Competency – Our credentials WHAT WE REPRESENT TO THE CUSTOMER Competency – Our credentials [Skills] [Suitability] Offer – How our offer benefits the customer [Relevance] [Tangible benefit] Price [Value] [Terms] See module 09. Briefly comment on the dominant factors in the [boxes] © BMC Performance Ltd. 2018

DRIVERS & PROPOSITION (SUMMARY) Consideration Response What are your customer’s most important external and internal drivers? Why does this mean they would they want to do business with you? Are there any barriers? What is your strategy to manage these? Why is your proposition valuable to this customer? Which elements of your proposition will you tailor to be more appealing to this customer? How will you communicate your tailored proposition and how will you ensure that it is effectively communicated within your customer’s organisation? See modules 08 & 09 © BMC Performance Ltd. 2018

CUSTOMER EXPECTATIONS [Text] Results Experience Interaction See module 10 Required actions to manage and align expectations to capability: [TEXT] © BMC Performance Ltd. 2018

BUYING PROCESS Process Element Consideration Response See module 11 Need Recognition Why does the customer need to consider your products or services? Information Search What sources might customer use to gather information about your company? Evaluation of Alternatives What are the key measurables being assessed? What are the risks to the customer of your solution and how will you address these? Decision Making Who will be present at the time when a buying decision is made? Purchase Evaluation Who will notice the benefit of your product or service? Who will provide feedback to the Decision Maker? See module 11 © BMC Performance Ltd. 2018

Evaluation of alternatives RELATIONSHIP MAPPING & ROLES Stakeholder Role Need recognition Information search Evaluation of alternatives Purchase decision Purchase evaluation Example Supporter X See module 11 © BMC Performance Ltd. 2018

Only complete this page if it adds value, else delete ORGANISATIONAL STRUCTURE Supporter Decision Maker Influencer Gatekeeper User Neutral Detractor Key Relationship Target Relationship A Jones Managing Director Decision Maker B Smith Head of Operations Detractor E Graham Operations Manager Supporter C Davis CFO Gatekeeper F Munro Finance Manager Influencer G Gordon HR Manager H Henry Procurement Manager D McDonald Sales Director Neutral I Nixon UK Sales Manager User J Jackson Salesperson K Lambourne Only complete this page if it adds value, else delete © BMC Performance Ltd. 2018

DELIVERY Consideration Response How will you provide your customer with visibility of your delivery schedules? Who else in your organisation will need to communicate to your customer? How/When? Is there a strategic case for over-delivery with this customer in the short term? How do you prevent this from being viewed negatively later on? How do you plan to gather customer feedback and use this to improve expectation management and delivery? Other than you, who needs to correspond with your customer following sale confirmation. When and how should this happen? © BMC Performance Ltd. 2018

ACTION PLAN KEY ACTIONS & INITIATIVES Action/Initiative Owner/People involved What resources are required? How/when will success be measured? © BMC Performance Ltd. 2018