How can you keep your key accounts engaged?

Personalized Touchpoints: Proactive Communication Strategic Account Reviews Engagement Events and Networking Customer Success Stories Surveys and Feedback Loops Dedicated Account Management Strategic Business Reviews key to keeping key accounts engaged lies in consistently demonstrating the value of your partnership. By staying attuned to their needs, providing personalized experiences, and continuously adding value, you build the foundation for enduring and fruitful relationships.

The key to understanding your clients, is to listen. Listening to everyone across all of the silos of an organization is even better. That is the true measure of what's happening, how they feel about the current relationship. Too often, we work a single area (for example: enterprise architecture) and forget to get feedback with the application development teams, operations, security, marketing, sales, etc. Understanding how all of those are linked is key, and how you are perceived by all; as a change agent, a supporter, or a nuisance is important. Make yourself approachable to all and solicit and cherish any feedback provided.

Be in the moment let your client know you care Do more listening and less speaking Provide value and think outside the box Proactive and consistent communication is key to building a long relationship Always be available and a good resource to help

The #1 goal is to know your customers goals. What’s important to them, how can I help them succeed. Where can I lead them to make there most difficult tasks effortless. Let them know that they can always count on me to be a partner!

My company has 94% year over year customer retention, even through Covid, and the recession. We do it by following 3 rules: 1. Make them the center of your universe! 2. Always come from a place of love! 3. Always make their job easier for them! 4. Over promise and then over deliver! (See what I did there?) I hope this helps you retain your key accounts! Sincerely, Sean Kelley CEO Car Motivators Founder Cards4Covid Author of The Visitor Author of Learn to Coach Learn to Lead

Hands down one of the best way of maintaining regular and effective communication is ensuring that top executives from both buyer and seller side meet face to face (or via videoconference nowadays) once a year at a time that there are no active sales engagement to be closed in the current quarter. This helps to foster an air of transparency and mutual benefits between organizations. When this is followed through on both organizations win!

Communication is key to any account, even a casual conversation asking about your customer and listening to them expand, leads to potential interests. Use every form of it, be expressive. Even the slightest detail helps in building a conversation. Remember, you aren't selling but building rapport & trust through communication to present solutions.

Stay in touch, don’t stalk. It might come as a surprise but there IS a fine line between these two and you should learn what that looks like. Provide regular touch points where you check in to make sure your client is happy, or provide some value add or even market insight! Do not check in with the - “hey, just checking in to see how things are going” line…ALWAYS ADD VALUE

You could establish mechanisms for collecting and acting upon client feedback systematically, fostering a collaborative environment and showing clients that their opinions matter. Interactive formats can be more appealing, so use webinars, workshops, or interactive sessions to create dynamic and engaging communication experiences. Interactive formats can enhance client participation and involvement.

You should regularly talk to your employees. Not only in meetings but also occasionally ask them simple questions like 'how are you?' or 'how do you feel?' This gives them a sense of security and belonging, showing that you care.

In my experience Documentation is one of the best Value added solutions you can provide to a customer. Everyone is short on staff so helping managing the solution you provide is critical.

In my experience, engagement with key accounts goes beyond just delivering projects; it's about providing solutions that actively contribute to their success. Understand that true partnership means not only meeting project goals but also addressing our clients' daily challenges, helping them in achieving their KPIs, and enhancing their overall performance. Commitment needs to extend beyond the delivery phase. Going the extra mile and providing value-added solutions such as additional features, customized services, or providing your expertise on trends in your industry. It's not just about being simply a service provider anymore, but rather it's being a strong collaborative partner dedicated to the the continued success of the client.

Added value solution is one of the best practices for conveniencing partners for cooperation, but must be honest and not tricky added values to gain respect and increase your credibility

1. Mehrwertl?sungen umfassen heute viele Punkte entlang der sogenannten "Customer journey" , die Bedürfnisse befriedigen. Für passende L?sungen ist daher als Grundlage die richtige Bedarfsgenerierung wichtig. 2. Analysieren Sie alle Ihnen zur Verfügung stehenden Kundeninformationen vorab, um dies in Kombination mit dem Kundenbedarf zu einer passenden Mehrwertl?sung zusammenfügen zu k?nnen. 3.überlegen Sie, ob der ROI aus Kundensicht auch hoch genug ist. 4. Machen Sie es dem Kunden m?glichst einfach den Mehrwert ihrer L?sung auch verstehen zu k?nnen ("keep it simple and stupid") 5. Legen Sie bei ihrer L?sungs-Kommunikation die Gewichtung auf die richtigen und wichtigen Dinge (allein Eigenschaften/Merkmale einer L?sung reichen nicht aus)

Exclusive Benefits: Engage key accounts by offering exclusive benefits or perks that are not available to other customers. This could include priority access to new products or services, discounted pricing, or dedicated account managers for personalized support. Proactive Support: Be proactive in your communication and support. Anticipate their needs, offer suggestions for improvement, and regularly check in to offer assistance. Promptly address any issues or concerns they may have to show that their satisfaction is a top priority.

1. Gather input early in the relationship and keep it updated. 2. Have a closed loop process so you can implement feedback in a visible way. This helps build trust that you say what you mean and you mean what you say

An area that gets omitted usually! With regular communication, feedback flows both ways, and in case if it doesn't, 'seeking feedback' needs to be developed as a business culture.

Accountability - It is important to take ownership of decisions and strategies with your key account, following through from start to finish. This does not mean that you need to push through when bad decisions were made, but rather to take ownership and to identify bad decisions no matter how far down the line you are and then to work on finding a solution for the task at hand.

An important aspect is feedback. Make your customer comfortable to get their feedback. This is the only way to improve your skills and to improve your product offerings.

I agree on the above and evaluating the clients feedback and act for better relationship is a key success strategy, we must hear other opinions and benefit of the relationship

Any positive action that gets appreciated/rewarded would become a repeated action, even in a better manner, and hence the need for rewards and recognition. It can be a mere 'note of thanks' or an award given during an annual event.

Gee. "listen" seems to be the key. Be a problem solver rather than a "Salesman" (sorry). Be respective of the time of your client. Learn to read body language. Respect and take time for everyone in the client organization. It is surprising who actually makes some decisions... Be positive and NEVER bad mouth a competitor. Do what you say you will do, even if it not the answer you wish to give. False problems will lead to major problems. Attempt to learn a little about the "off site" life of the key decisions makers. A quick follow up will be appreciated. Key decision makers are not only clients, they are great folks.

Engaging on a key accounts posts is also a great way to do this, like & share relevant info. Keep your key accounts abreast of changes you are making to your product on their behalf, not just once the changes are finalised but during development

Feature them as the consumer having a positive experience and offer additional incentives(if applicable). Post them on your social media in a sense announcing to the world they are a valued new client, and you appreciate there business.

In the initial steps, we focused on becoming impactful with key accounts. After establishing these fundamentals, the focus must shift to continuous engagement. Heartfelt verbal recognition is impactful, but tangible rewards hold substantial value. Proper alignment of our initiatives makes providing such incentives feasible. An effective strategy I employ involves an accrual fund for emerging chains, returning unused funds at year’s end. This cost-neutral approach elicits positive responses, striking a balance between genuine appreciation and strategic rewarding. It’s a testament to a culture of mutual respect and commitment, essential in nurturing lasting relationships with key accounts

Key/Large Accounts often contend with a multitude of account managers and solution providers vying for their attention. These organizations typically possess the financial capacity to have multiple products within their suite. The paramount differentiator for any sales professional engaging these accounts is to surpass expectations. Assist your stakeholders in connecting the dots by facilitating introductions to their industry peers. Keeping abreast of industry trends, possessing a strong point of view, and clearly articulating the outcomes your solutions can deliver are often the value additions these accounts seek. Effectively, you serve as a consultant, guiding them through the buying process until the value is realized."

In managing key accounts, it's important to think ahead for mutual benefits. For example, in the FMCG industry, don't just fill orders. Look at what your client is selling and use that to guess what they might need next. Then, suggest those products to them. This way of thinking ahead and offering specific help does more than just the basics, making your relationship stronger and keeping your clients involved.

Evaluate your key customers on a quarterly basis. Use your QBR to review your past Q and key take aways while putting a detailed plan on how to engage on the next quarter focusing one 1 or 2 new initiatives that will differentiate you. It can be on a people or company level.

With effective account planning, key account managers gain a better understanding of their customers, they can then anticipate trends/needs and adjust strategies to position themselves for long term success.

Exceeding their expectations can also be outside of the business transaction. It is great to go the extra mile to give them a great service, but remembering that key accounts are also human beings will give you an edge over others. Getting as much info about not just their business but about them personally will help us use that to exceed their expectations and stand out of the crowd. Reaching out to congratulate them on their newborn or their kid's graduation will make them remember you. After all, people only do business with people they like.

Best way to help your client is to help them get business. Refer clients to them and you will have made a huge difference in their business. Also, understand your account stakeholder's key requirement so that they can grow in their career. Make them look good internally. This will really help in strengthening the relationship.

Typically, we focus on maximizing their satisfaction with the solutions they have already purchased. And we do everything we can to protect that base relationship/business we have. But if we think back to why they bought in the first place, it's because we helped them change and innovate. To build and expand our relationships, we have to continue to identify opportunities for these accounts to change, innovate, grow and improve. Absent this, we only defend the status quo, and we become part of the customer performance problem.

Think simple first; - Search - Listen - Focus - Understand Then, add your all skills as a partner, inspire, influence, and think about tomorrow for them.

In my experience sending personalized and genuine appreciation letters to key accounts. I found this be impactful and appreciative by customers

One thing that i have found helpful is to give your key accounts the attention that they deserve. The 80/20 Rule - the 80 percent of a given business's profit typically comes from a mere 20 percent of its clientele. The main focus should be on building long-term relationships rather than short-term gains. Demonstrate your commitment to the success and growth of your key customers and they are more likely to engage over time.