« Value selling » methods come from the same handful of ancestors born in the 1980’s. They capitalize on the same useful set of “invariants” such as multi-criterion opportunity analysis, sales cycle, buyer roles… Since their early successes some thirty years ago, these methods have been deployed within virtually every sizeable company in the world to address Opportunity Management. They are now so widespread that they no longer provide any significant competitive advantage.
So WHAT are more recent “strategic value selling” methods that leverage networking, influence, and power that will help you succeed, nowadays, in strategic sales and strategic account management and provide an enterprise with a competitive advantage?
Managing relationships in an account means little, unless you are developing momentum. Momentum is generated when key people see value in acting with you and on your behalf. This comes from having motivated key people to support ideas and projects. These people must have substantial reasons to do so. They must advocate both the seller as a trustable dependable person and the company’s services or products as desirable.
PowerScope’s Power Analysis and relationship matrices for instance, are far from being just a series of nice graphs: they are action tools. And shared interactive action plans pervade the whole system, at the individual, opportunity, and account levels.
Modern Account Management – ERCM (Enterprise Relationship Capital Management)
The “relationship capital” of an organization is a fundamental asset. However, it is often underestimated and underused. Relationship intelligence and proactive networking are essential, but few organizations manage them in a structured, shared way. Nowadays, selling to large accounts is an increasingly complex task, involving managing more and more contacts, plus external organizations, partners, client’s clients, decision makers, and other stakeholders. We call this managing the “account ecosystem”.
Here again, when looking at the components of account management activity, proactive relationship management comes first. Most companies run Account Planning Programs, but very few have implemented a structured relationship mapping and strategy process. RiiM™’s innovation not only brings a competitive advantage to early adopters, but it allows its users to drive their account management, it complements the traditional KAM — Account Planning — and Opportunity Management processes. (See image below)
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