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© 2016 ALTIFY, Inc. All rights reserved.

Account Manager Glossary

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Contents

Account Manager .................................................................................................................................. 1

Enterprise Account Plans ..................................................................................................................... 2

Portfolio Account Plans ........................................................................................................................ 4

Plan Settings ........................................................................................................................................... 5

Segmentation ......................................................................................................................................... 6

Value Map ................................................................................................................................................ 9

Opportunity Map ................................................................................................................................ 10

Insight Map .......................................................................................................................................... 11

Market Landscape .............................................................................................................................. 12

Political Map ......................................................................................................................................... 13

Objectives ............................................................................................................................................. 16

Go-to-Market Account Plan .............................................................................................................. 18

Scorecard ............................................................................................................................................. 18

Completeness Report ........................................................................................................................ 21

Account Manager Reports ................................................................................................................ 22

Market View Report ............................................................................................................................ 23

© 2016 ALTIFY, Inc. All rights reserved. 1


Account Manager MARKETPLACE The arena of competitive and commercial dealings. In this case, your marketplace is your account or portfolio of accounts.

MUTUAL VALUE Account Management defines mutual value as understanding what your customer values and how, based on your available resources, you can deliver upon that value that also benefits you in an equivalent manner.

BUSINESS UNITS Business units manage the primary activity or the customer-facing activity of the company. As the fundamental units of planning and investment, business units are critically important. Understanding them helps us to understand the customer’s planning and investment processes. Typically, you can identify business units as follows:

Business units are measured and managed as a source of profit and loss. Business units have a specific set of products and/or services that they are responsible for taking to

market. Business units target specific markets, aiming to be successful in those marketplaces (and therefore

have well identified competitors). Business units may or may not be registered in Salesforce, as one or multiple accounts.

SERVICE UNITS Service Units usually provide infrastructure and support to one or more business units within the Enterprise. They usually do not generate revenue for the enterprise and so are managed as cost centers. Typically, you can identify service units as follows:

Service units are measured and managed as cost centers: Their function is to support the enterprise’s business units. Their market is internal to the enterprise and their customers are enterprise business units.

Service units are centralized or decentralized in the enterprise: Service units may be centralized in one location or distributed throughout the enterprise (and aligned with business units), or both.

Service units are subject to budget cuts and outsourcing: Since service units can also be thought of as overhead to the enterprise, when the enterprise needs to cut costs, they are often targets for budget cuts and outsourcing. Whole service units can be and are outsourced. Some good examples are payroll, IT support desks, and order fulfillment.

Service units may or may not be registered in Salesforce, as one or multiple accounts.

PLAN UNITS Plan units refer to both Business Units and Service Units.



Enterprise Account Plans PLAN DETAILS The area where you record the background information and research on the account(s) in your account plan, as well as monitor the progress through the development of your plan.

EXECUTIVE SUMMARY Criterion Measure Description Executive Summary

Complete/ Incomplete

Summary of the current business environment for the account or accounts (your marketplace) in your plan.

Increase or decrease on last year’s performance – for example, in revenue, earnings per share, EBITDA, free cash flow, profit before taxes, and full year proposed dividend.

Key Performance indicators (how customer measures their success) - for example, customer service metrics, earnings per share, and free cash.

Organization: How they are organized, how they purchase, are they centralized or decentralized, and so on.

Historical Business


Description of the historical purchase behavior of the account, including significant revenue and product or services purchases from your company, your competitors, your partners.

Overall Account Goal


Broad statement defining your desired state with your account at the end of the plan period. Your overall account goal might focus on your customer's success and their relationship with you which in turn will drive more revenue. Your objectives should support your goal.

Overall Approach


Description of your high level approach to achieve the Overall Account Goal and Plan Revenue Target – for example, making the European Plan Units very successful with your solutions then using them your testimonials to penetrate the Americas.

Resource Requirements

High/ Low

People, departments, groups, team members, executives, programs, and initiatives in your organization that are needed to achieve your objectives and account goals. If necessary for the success of the plan, you should also list resources outside your organizations, such as partners or other customers.

Critical Success Factors


Critical activities are needed to successfully implement your plan and, if missed, would cause your plan to fail. Reference your barriers to success to help you think through your Critical Success Factors.

CUSTOMER PROFILE Criterion Measure Description Customer Business

Strong/ Weak

Description and suitability assessment of the customer's business, their industry, market and company size. Also includes their high-level Goals,



internal and external Pressures, and (Business) Initiatives. You’re assessing whether the customer fits your target market.

Business and Service Units


Accounts and their corresponding Business or Service Units selected for this plan including a description and location of each unit.

Customer Financial Condition

Positive/ Negative

Revenue, cash, profit, and investment trends, comparison with similar companies, and performance against key performance metrics. Positive means that their financial condition is compatible with Business Initiatives.

Customer Industry Trends


Factors that indicate if your customer is part of an industry that is growing, maturing or declining. Also consider any changes in the industry’s competitive landscape, demographic or geographic shifts, and macro-economic, technology-based, regulatory changes or other pressures that would apply.

Customer Landscape


Specific characteristics in the account's operations that are most relevant to the solutions you plan to position or have currently implemented within the Account - for example, the customer's technological, regulatory, or environmental landscape.

CUSTOMER RELATIONSHIP Criterion Measure Description Customer’s Perception of our Company

Strong/ Weak

Key Players perception of your company – how they would characterize your company strengths and weaknesses? – and any important differences of opinion.

Cultural Compatibility

Good / Poor

Degree to which the customer's culture resembles that of your company in how it operates its business and in its behaviors, practices, and values.

Executive Credibility

Strong / Weak

Level of relationship and access to the senior executives who are in the Inner Circle or Political Structure when deciding which providers (vendors) they will invest with as it relates to a strategic relationship for this account.

Customer Satisfaction

High / Low

Customer satisfaction score or rating based on customer satisfaction surveys conducted with the customer OR your understanding of the customer's satisfaction with your solutions and service.

Customer Strategic Partners

Confirmed / Unconfirmed

External providers that the customer considers a trusted advisor – that is, competitors for mindshare within the account.

STRATEGIC ALIGNMENT Criterion Measure Description Customer Business Priorities


Areas of focus, confirmed by the customer, that are deemed essential to the health of the business. These areas typically address financial, operational, competitive, or other internal or external Pressures.

Our Strategic Initiatives for the Customer

Complete / Incomplete

Your solutions or initiatives that you would like to position with the customer in response to the customer's business priorities.



Reference Cases

Strong / Weak

Customer success stories with business results that support the strategic initiatives you plan to position with the customer.

Key Messages to Communicate

Strong / Weak

Identify the key message that all members of the account team should be able to deliver to the customer. This message should be a sentence or phrase that clearly represents the major value you deliver to the account.

Your Vision for the Account


Illustration of your proposed solution that aligns to your value proposition and your strategic initiatives, to meet the customer's business priorities.

Customer Alignment


Customer's confirmation that the plan will deliver positive impact in line with the customer's business priorities.

Portfolio Account Plans PLAN DETAILS Area where you record the background information and research on the account(s) in your account plan, as well as monitor the progress through the development of your plan.

PORTFOLIO SUMMARY Criterion Measure Description Executive Summary


Existing Portfolio Plan: Summary of your Portfolio Plan (your marketplace) which might include descriptions of:

Selected accounts in the portfolio Where you plan to grow your business versus retain business Customers that need special attention from Customer Success

for either implementation or renewal New Logo Portfolio Plan: Summary of the current business environment for your Portfolio.

Overall Portfolio Goal

Reviewed with Manager / Not Reviewed with Manager

Broad statement that defines your desired state with your portfolio accounts at the end of the plan period. Your overall portfolio goal might focus on your customer's success and their relationship with you, developing a referral base for new accounts, etc. This should NOT be your revenue target for the Portfolio as you have already identified your revenue target in plan settings. Your Objectives, Strategies and Actions (OSAs) should support your Portfolio Goal and Revenue Targets.

Overall Portfolio Approach

Reviewed with Manager / Not Reviewed with Manager

Your overall approach to maximize the coverage, revenue opportunities, and customer success in your portfolio.

Revenue Performance History

On or About Target/ Under Target

Existing Portfolio Plan: Description of the historical revenue achieved (last year or last 2 years) from the accounts included in the Portfolio Plan.



New Logo Portfolio Plan: Not relevant as the revenue performance history would be zero. Enter N/A in the comments.

Resource Requirements

Standard / High

People, departments, groups, team members, executive, programs, and initiatives in your organization that are needed to achieve your objectives and revenue goals. Include any resources outside your organizations such as partners or other customers that are necessary for the success of the plan.

Critical Success Factors


Critical activities you need to take to successfully implement your Portfolio Plan and that, if missed, would cause your plan to fail. You might reference your barriers to success to help you think through your Critical Success Factors. CSF should help to prevent failure.

STRATEGIC ALIGNMENT Criterion Measure Description Key Messages to Communicate

Strong / Weak Identify the key messages or insights that you should be communicating across your portfolio to stimulate interest in your solutions.

Customer Stories

Identified / None Identified

Identify the key messages or insights that you should be communicating across your portfolio to stimulate interest in your solutions.

Customer Network


What customer relationships can you leverage in the Portfolio to either refer you to new customers, provide a reference to another one of your portfolio accounts or introduce as part of your networking strategy to build your business community?

Strategic Partners


What strategic partners can you leverage in your Portfolio to gain access, insight, and momentum in your accounts? What additional partner capabilities are needed?

Networks, Associations


What networks or associations do you plan to join, speak, and/or actively participate in that will provide introduction and networking opportunities with your portfolio accounts?

Key Competitors


What competitors dominate or are particularly difficult to compete against within your portfolio accounts?

Plan Settings Criterion Description Plan Settings Parameters necessary to create a new account plan, including: the account plan

name, the account plan owner, the period or dates the plan will address, the plan status, the Chatter Group, annual revenue targets, the Solutions in the plan, the Plan Units, and the Account Plan Team or resources.

Chatter Group Group of users that collaborate and can view the message feed for this plan. Solutions What you are selling to the account – that is, solutions that you are selling, often

grouped and configured by the system admin.



Targeted Solutions Solutions that are strategic or require focus for this plan. Plan Units Where you are selling – that is, accounts and/or units within the account(s). See the

Business Units and Service Units sections on 6. Account Plan Team Members of your account planning team that will have read only or read/write

permissions for your plan. Clone Create a copy of the plan.

Segmentation SEGMENTATION When building the account plan, you should treat it as a marketplace and, as with any marketplace, you need to choose those areas that deserve priority. The Segmentation Map helps you to assess each of the Plan Units (accounts, business units and service units, see page 1 for definition) to determine which units offer the greatest reward for you efforts. It provides a structured approach to help you focus your resources.

SEGMENTATION VALUE Represents the quadrant (A, B, C, or D) that you have determined for the Plan Unit in the Segmentation Map. ‘A’ units are your primary focus and should be included in your Go-to-Market account plan. ‘B’ and ‘C’ units should be evaluated on a discretionary basis. You may not choose all ‘B’ and ‘C’ units. ‘D’ units are the lowest priority. You should consider covering your ‘D’ units with marketing activity to create awareness until something changes in their status.

TARGET PLAN UNITS Accounts or units that are strategic or require focus for this plan. When you have set the values for each of the Plan Units on the Segmentation Map, it is likely that you will want to focus on a subset of the Plan Units, to prioritize where you will allocate resources. You can target specific Plan Units by clicking on the Target Icon in the Plan Unit list. These Plan Units are then represented on the Segmentation Map by a diamond shaped icon.

ENTERPRISE ACCOUNT CRITERIA Enterprise Account Criteria compares Importance to You (vertical axis) with Importance to the Customer (horizontal axis).

IMPORTANCE TO THE CUSTOMER Criteria Measure Description Revenue Contribution to the Enterprise

High / Medium / Low

Percentage of total Enterprise Revenue that came from this Plan Unit. Note: Service units do not generate revenue directly for the enterprise – select N/A.



Profit Contribution to the Enterprise

High / Medium / Low

Percentage of total Enterprise Profit that came from this Plan Unit. Note: Service units do not generate profit directly for the enterprise – select N/A.

Growth Rate of Plan Unit

High / Flat / Low

If the plan unit is in low or flat growth, or in a mature market, it may not be strategically important to the customer. Alternatively, a small plan unit with triple digit revenue growth is more important than current revenue suggests. Note: Service units do not generate revenue directly for the enterprise – select N/A.

Current Importance to the Enterprise

High / Medium / Low

Importance of this plan unit to the enterprise’s current Goals, Pressures, and Initiatives.

Future Importance to the Enterprise

High / Medium / Low

Importance of this plan unit to the enterprise’s future Goals, Pressures, and Initiatives.

Internal Reputation Positive / Neutral / Negative

Internal reputation of the plan unit – that is, how the enterprise views the Plan Unit.

Funding Well-Funded / Average / Poorly Funded

Amount of funding that the Plan Unit receives. If the Plan Unit is perceived to be of high importance, it typically receives a high level of funding. If the Plan Unit is process critical and not delivering well, it may be a good candidate for your solutions because the customer is looking to spend money to improve its performance. If the Plan Unit is not performing well and its function is not critical to the enterprise, it may not be a good candidate for you.

IMPORTANCE TO YOU

Criteria Measure Description Future Potential Opportunities

High / Medium / Low

Your revenue growth potential – that is, your ability to initiate and develop new opportunities within the plan unit based on the “fit” of your products and services and the customer’s requirements.

Current Opportunities

High / Medium / Low

Opportunities you have already created, which are in your Sales pipeline.

Previous Business / Run Rate Base

High / Medium / Low / None

Solutions that are already sold in the Plan Unit. Some may pay an annual fee, some may represent ongoing run rate business. You are measuring a dependable source of revenue that, if neglected, could cause you to lose a customer.



PORTFOLIO ACCOUNT CRITERIA Portfolio Account Criteria compares Future Revenue (vertical axis) with Current Revenue (horizontal axis).

FUTURE REVENUE Criteria Measure Description Customer Business Performance

Strong Customer is in your ‘sweet spot’ or target market and compatible with customer pressures, initiatives and obstacles.

Weak Customer is outside your ‘sweet spot’ or target market.

Customer Market Growth

Favorable Market growth is favorable to your potential solutions.

Unfavorable Market growth is not favorable to your potential solutions.

Potential Solution Fit and Value

Good / Medium / Poor or Unknown

Extent to which your offering addresses the customer's Goals, Pressures, Initiatives or Obstacles. The Insight Map supports Solution Fit.

Strategic Value

High / Medium / Low

Internal view of the positive strategic impact for your company of having this account as a customer.

Opportunity Potential

High / Medium / Low / None

Total revenue value of your potential opportunities for this plan unit.

Known Short- Term Needs

Yes / No Specific Initiatives are defined by the customer to address the positive or negative issues related to their Pressures. Or, Customer Projects have been defined.

Competitive Position (UBV)

Strong From the customer's perspective, you have unique capabilities that would benefit their organization.

Neutral Customer does not perceive that you have unique capabilities that would benefit their organization.

Unknown You are unknown to the Customer. Current Relationship

Yes A Key Player in the account considers that you or your company will add value, based on previous experience.

No No identified Key Player in the Account who can say that you or your company will add value.

Inside Support

Strong More Supporters and Mentors than Non-Supporters and Enemies with influence to the Inner Circle and Political Structure.

Weak Equal or fewer Supporters as compared to Non-Supporters with influence to the Inner Circle and Political Structure.

None You are unknown to the Customer. Cultural Compatibility

Similar / Different / Unknown

Extent to which the customer's culture resembles that of your company, as shown by how it operates its business and its behaviors, practices, and values.



CURRENT REVENUES

Criteria Measure Description Closed Revenues Last 12 Months

High / Medium / Low / No History

Total revenue value of closed revenue in the last 12 months.

Opportunity Profit History

Positive Profit was equal to or greater than the average profit for your business. Negative Profit amount was less than the average profit for your business. No History New logo to the organization. Unknown Information not available.

Sales Resource History

Normal Sales resource requirements were normal or typical as compared to the revenue value.

High Sales resource requirements were disproportionately high as compared to the revenue value

No History New logo to the organization. Unknown Information not available.

Value Map When you plan an account effectively, you should discover many new potential opportunities, as well as gathering together all of your current opportunities. To maximize your return on effort, you need to focus on those opportunities that deliver the highest mutual value – that is, Value to You and Value to your Customer.

VALUE TO CUSTOMER Criteria Measure Revenue Growth High / Medium / Low Implementation Risk Low / Medium / High Cost Savings High / Medium / Low Customer Satisfaction Increase High / Medium / Low Compelling Event Strong / Weak / None

VALUE TO YOU

Criteria Measure Short Term Revenue High / Low Future Revenue High / Low Profitability High / Low Degree of Risk Low / High Strategic Value Yes / No



TARGET OPPORTUNITY Opportunity Map provides a view of the revenue opportunities within an Account Plan. It guides you to map opportunities for your specific Solutions (what you are selling) to each of the relevant Plan Units (where you are selling). Here is where you can identify ‘white space’ – those areas within the account or portfolio where the customer has not yet purchased a solution – so that you can identify new Potential opportunities

Opportunity Map OPPORTUNITY MAP The Opportunity Map provides a view of the revenue opportunities within an Account Plan. It guides you to map opportunities for your specific Solutions (what you are selling) to each of the relevant Plan Units (where you are selling). Here is where you can identify ‘white space’ – those areas within the account or portfolio where the customer has not yet purchased a solution – so that you can identify new potential opportunities.

WON OPPORTUNITIES These opportunities have already been recorded as closed and are recorded as Closed Won. Only opportunities with a Close Date within the plan period are included in the plan.

CURRENT OPPORTUNITIES These opportunities are active deals that are already in the sales cycle and are recorded as an opportunity. Current opportunities can relate to business with new customers or additional recurring-type business with existing customers.

POTENTIAL OPPORTUNITIES These opportunities are unqualified, have been identified by you as potential solutions that map to customer’s business initiative, and may or may not happen. You should uncover potential opportunities as you are learning about the customer’s Goals, Pressures, Initiatives, and Obstacles.

BLOCKED A smart intersection where you have identified that there is no existing opportunity (Current or Won) and that there is no possibility of creating a Potential opportunity. Typically this will be because a competitor has a long-term contract, or your solutions are not applicable to the customer’s needs.

SMART INTERSECTION Each intersection of the Solutions column and the Plan Units row.

WHITE SPACE Blank or empty or white smart intersections.

LEVEL OF RELATIONSHIP Represents the strength of relationship that you have with the account or unit:

Vendor Your relationship is based solely on your product and your company’s ability to deliver. Generally you become aware that your customer has a specific need when the customer is ready to



evaluate products. So, you are reactive in responding to the customer’s needs. You generally leave the person just before the product or solution is implemented.

Credible Source You consistently meet or exceed the customer’s expectations. Your contact or coverage in the account is with lower level managers across multiple functions. You typically enter the buying process just before the customer is ready to evaluate products or solutions to address their needs. You leave the customer just after the product or solution has been implemented.

Problem Solver Your relationship with the customer is more proactive. You are aware of existing problems and develop solutions for them. You also have contact with the customer at highermanagement levels within multiple functions and across multiple units. You get involved in the buying process just before the customer has initiated a project and you remain involved with the customer in the measurement of results.

Trusted Advisor You and the customer explore emerging needs and new directions on a confidential basis. Therefore, your role in the customer’s organization is similar to that of a consultant. Your contacts within the company are at the executive level throughout the enterprise. You really don’t enter or exit the buying process. Your involvement with the customer is more cyclical.

Insight Map INSIGHT MAP A graphical representation of customer business challenges to be used by the salesperson, together with their customer to visually link business problems (expertise) to stakeholders (personas) to provide business insights and potential solutions. This allows the salesperson, in collaboration with their customer, to prioritize the business areas and potential solutions where value can be added by the sales rep. An Insight Map illustrates the customer’s Goals, Pressures, Initiatives, and Obstacles. These are collectively referred to as Business Issues. In addition, the Insight Map illustrates the buyer's that own the Business Issues, and a confirmation indicator to illustrate if you have confirmed the Business Issues directly with that buyer.

GOAL An end result to be achieved by the Decision Maker; (ideally) with a measurable outcome and a specified timeframe.

PRESSURES The internal and/or external pressures that significantly impact the Decision Maker and serve as the catalyst for initiatives or action. Internal and External pressures typically fall into one of the following categories:

Financial Pressures Business units are measured by the enterprise as a source of profit and loss, placing continuous pressure on the unit to increase revenue and decrease expenses.

Customer Pressures Customers are a different source of pressure. External customers make demands on the business unit in terms of product and service features, functionality, and cost.



Competitive Pressures Competition represents a threat to the Plan Units growth, revenue, market share, customer satisfaction, and so on. On the positive side, competition can drive a Plan Unit to innovate, be creative, and inspire performance. Do you know what your customer’s competitive advantage is in relation to each of their major competitors? Not only should you know their existing competitors, but you should also know who the potential new entrants are as well.

Operational Pressures The operations necessary to create their product or service such as manufacturing, distribution, and so on. In addition, pressure can come from the people it takes to run the business unit. In good times and bad times, a unit can have operational pressure to perform. Furthermore, in some units you may have regulatory pressure affect the business units. Maybe what you are selling has nothing to do with government or environmental regulations, but you need to understand that that’s part of the pressure pushing the business unit to change.

Business Partner Pressures The pressures placed upon an organization that goes to market with business partners or needs a business partner to satisfy their customer. How a business partner affects the way your customer does business with their customers is important to understand.

Supplier Pressures To what extent are the suppliers of the business units able to exert pressure by virtue of their control over raw materials? Supplier pressures occur when you have a limited amount of choices as to where you can go as a business.

Market Pressures Companies are subject to market conditions and need to respond in order to remain profitable and competitive. Market pressures come from: new emerging markets, the economy, government, and unions, just to name a few.

Technology Pressures Technology is no longer an option. The pressure and pace of change is extraordinary, companies must keep up – social, cloud, mobile, real time innovation, obsolescence, information and insight, overwhelming data, hardware, software, networks, connectivity – in order to survive.

INITIATIVES Specific projects created to address the pressures and achieve the goals and owned by the Decision Maker.

OBSTACLES Something that isn’t working; a task, situation or process that is broken and needs to be fixed or is required to deploy initiative but does not exist.

SOLUTIONS A set of capabilities or products that help the customer to remove obstacles to relieve business pressures.

Market Landscape



MARKET LANDSCAPE Offers a view of your competitors and the customer’s total expenditure in any given area – their Total Wallet, as well as the percentage of the expenditure – the Wallet Share that you, and each of your competitors, have.

WALLET SHARE VIEW The total expenditure by the customer in this area, and the amount being spent with you, and each of your competitors.

TOTAL WALLET SHARE The total expenditure by the customer in this area, regardless of who they spend it with.

WALLET SHARE % The percentage of customer’s expenditure that you receive represented by a progress bar and % figure.

WALLET SHARE VALUE The value of the customer’s expenditure that you receive.

COMPETITIVE VIEW This gives you a view of the primary and secondary competitors for each Plan Unit / Solution smart intersection.

Political Map POLITICAL MAP Displays the people in the Plan Unit, their place in the organization hierarchy, the sales team member responsible for coverage, the influence lines indicating who influences whom, and the attributes that help you to determine how to build your relationship to them.

KEY PLAYERS The Inner Circle and Political Structure people with Influence. See below for Inner Circle and Political Structure definitions.

INFLUENCERS Both Key Players and others with influence as indicated by the influence lines on the Political Map.

ATTRIBUTES Identified by Political Status, Decision Orientation, Adaptability to Change, Status, Coverage, and Influence Lines.

POLITICAL STATUS Is an Attribute and includes Inner Circle, Political Structure, Outside Political Structure.



Inner Circle The Inner Circle is a Political Status indicating people that “Control Outcomes”. Inner Circle people have Influence and decide what will happen.

Political Structure The Political Structure is a Political Status indicating people that “make things happen” for the Inner Circle and they have influence. Political Structure people are trusted by the y the Inner Circle to "make things happen". Political Structure people are Key Players.

Outside Political Structure Outside the Political Structure is a political status indicating people that watch and wonder what happened.

DECISION ORIENTATION An Attribute indicating what will influence the individual’s decision making process. The options include Financial Orientation, Technical Orientation, Relationship Orientation, and Business Orientation.

Technical This person’s primary focus is product functionality and technical capability. They are often analytical and detail-oriented. Product demonstrations, benchmarks, and careful deliberation will be key.

Financial This person’s primary focus is price, cost, and economics. While your product must be viable, numbers and negotiations will be key.

Relationship This person believes they are forming a business partnership and their focus is the people and company that will be serving their organization. While your product must be viable, support, trust, effort, and responsiveness will be key.

Business This person sees the big picture and overall impacts your product or solution will have on their company’s present and future. This person can properly balance the technical, financial, and relationship issues. Their vision often extends beyond their company to include their clients, their competition, and their community. Industry knowledge and articulating business vs. product value will be key.

ADAPTABILITY TO CHANGE An attribute that indicates how the individual will respond when presented with changes. The options include Innovator, Visionary, Pragmatist, Conservative, and Laggard.

Innovator A person that loves to be the first to try new ideas and solutions. They are not afraid to be disruptive or make changes in something established.

Visionary A person who is looking for a competitive advantage; will ask supplier to make changes to standard offering to give customer a competitive advantage.



Pragmatist A person who tends to be in-charge of mission-critical-systems; generally relies on incumbent for upgrades and fix the broken system.

Conservative A person who wants 'plug and play' solutions; does not like lengthy implementations in either cost or time.

Laggard A person who will only buy when there are no other alternatives.

STATUS An attribute that indicates your position (as a company) with that individual. The options include Mentor, Supporter, Neutral, Non-Supporter, or Enemy.

Mentor Prefers your solution and sells in your absence. A Mentor is someone who believes that your success in the account is critical to his or her success.

Supporter Prefers your solution, supports you visibly and verbally with others but doesn’t sell in your absence. (Note: Neither a Mentor nor Supporter has to like you personally – it helps, but it’s not required. Conversely, if they like you personally, it doesn’t mean they are a Mentor or Supporter.)

Neutral Undecided or indifferent.

Non-Supporter Prefers something other than you - competitor, business as usual, another project or do-it-themselves.

Enemy Competitor's Mentor.

COVERAGE The time or number of contacts you have had with a person relative to the total time and number of contacts you have made with the people. For each person you will have a coverage indicator of Unknown, No Contact, Brief Contact, Multiple Contacts, In Depth.

No Coverage of the person, you have not had any contact with the person. Brief coverage of the person relative to your total coverage. Multiple points of contact have been made with the person. In Depth coverage of the person relative to your total coverage.

OWNER An Owner indicates the person on your sales team that is responsible for covering the person and developing a relationship with them. Sales Team Owner, Default Owner or Assigned Owner are other names you may see that mean Owner.



SOCIAL Integration with the contact’s social media feed or page which can help you learn more about that contact and discover what issues are most important to them.

INFLUENCE LINES Are green lines on the Political Map that indicate a person has the capacity to have an effect on another person. This could be for the purpose of changing their mind or joining together in agreement. Influence should be determined based on observed actions or evidence of the influence.

AGENDAS Include Personal and Business Agendas.

Personal Agenda A person’s personal motivation or purpose. It drives their behavior and the important decisions they make each day. What causes Key Players to work long hours, face the frustrations and challenges and assume the risks and responsibilities that accompany their position? Political issues are typically on a person’s Personal Agenda. Political issues are personal impact caused by Challenges or Pressures or Evidence. The impact is deeply personal and many times is kept a secret. If your solution can advance the Key Player’s Personal Agenda, you will have created competitive advantage. Personal Agenda information should be documented in the Notes Field on the Political Map in the Contact Record.

Business Agenda How the Key Player is measured and how they are rewarded. Business Agenda should be documented in the Notes Field on the Political Map Contract Record.

FILTERS Allow you to identify contacts on the basis of certain criteria i.e. their details, attributes, influences, actions and owner.

ADVICE Provides you with targeted information relating to each contact on your map. Political Map analyses the information stored for each contact and uses it to present an overall assessment of that person’s role in an opportunity along with suggestions on how you should proceed.

Objectives OBJECTIVES A specific result that a person or system aims to achieve within a time frame and with available resources. In general, objectives are more specific and easier to measure than goals. Objectives are basic tools that underlie all planning and strategic activities. They serve as the basis for evaluating performance.



OBJECTIVE TYPES These are Research, Revenue, Business Development, Marketing, Partner, Relationship, Customer Success, Remove Barrier and Other.

Research Objectives Research required for Plan Detail information, Business Insight Map and Relationship Map.

Revenue Objective Revenue Objectives should focus on achieving the revenue associated with the current opportunities you have identified in your account. You want to write a revenue objective for each unit you have selected.

Business Development Objectives Focus on creating and qualifying potential opportunities in your selected units.

Relationship Objectives Create awareness, interest and preference for you by building stronger relationships, with key influencers. Specifically including names or groups of people and level of relationship you plan to achieve.

Marketing Objectives Build awareness in your account or territory for your company, solutions, experience, etc.

Partner Objectives Create awareness, interest, and preference by developing and leveraging your partner community.

Customer Success Objectives Create ongoing preference for you by ensuring implementation and adoption success. How do you plan to make the customer successful?

Remove Barrier Objectives Address any issues, within the account or territory, that are barriers to success e.g. outstanding support issues, negative perceptions of your company, etc.

Other Objectives Additional objectives that are not covered in the above categories, e.g. create an objective to ensure that your plan is complete, approved and signed off.

METRIC The measurable metric(s) that will indicate you have achieved the Objective or the measurable results of achieving the objective.

RELEVANCE The value this Objective delivers to others. How is this Objective relevant to the customer? How is it relevant to the partner if it’s a Partner Objective or relevant to you if it’s a Customer Success Objective?

STRATEGY A description of your high level approach to achieving the Objective.



ACTIONS Activities or tasks relating to the Objective

Go-to-Market Account Plan GO-TO-MARKET ACCOUNT PLAN This plan has been designed to enable you to communicate internally and externally with the customer. The plan itself contains the following elements: an Opportunity Map, your account goal and objectives, the associated strategies and actions, and a value map that applies to the current and potential opportunities inside the account. From a relationship standpoint, the plan also incorporates an executive profile of the key individuals you need to work with inside the organization, as well as, the value propositions and consistent messages you need to be communicating to the account. Finally, the plan includes the critical success factors that are essential in implementing the plan.

OBJECTIVES, STRATEGIES AND ACTIONS (OSAS) A critical component of your Account Plan is a detailed execution plan. You need to create Objectives, Strategies and Actions and track your progress.

Scorecard SCORECARD Overview of how well you are progressing and performing on a particular account plan. It also gives you a sense for the quality of the plan. There are Badges for closed revenue, current revenue, potential revenue and coverage for your plan units.

CLOSED Measures the progress you are making with closed deals if you generating enough revenue to achieve your Revenue Target.

CURRENT Assesses if you have sufficient value in your pipeline to reach your plan Revenue Target.

POTENTIAL Indicates whether you have enough in your potential pipeline (above the funnel) to fill your pipeline funnel.

COVERAGE Are you spending your time in your target plan units and where you have the best relationships.

TABULAR Displays historical data for each scorecard component to help you plot your performance over time.



GRAPH Shows historical scorecard data in graphical format grouped into actual, green and amber.

PLAN REVENUE BADGES The closed won revenue compared to the annual plan target or revenue goal.

Are you making progress with closed deals as the year passes? Are you closing enough revenue to ultimately achieve your Plan Revenue Target? If you are less than the Target, you should check your current plan pipeline and projected deals to make sure you can make up any monthly shortfall.

Objectives you should consider to impact your Plan Revenue Attainment score are Customer Success to ensure successful implementations and communicate that success to key executives, Relationship to insulate against the competition, and potentially Business Development for add on business.

TARGETED SOLUTION PENETRATION The percentage of closed business for your targeted solutions.

Have you sold what the company wants you to sell? Of your closed business, this represents the percent of closed business that fell in your targeted solutions. If you are less than the goal you need to focus on closing opportunities for your Targeted Solutions.

Objectives you should consider to impact your Targeted Solution Penetration score are Revenue to close current business, Customer Success, Relationship and possibly Business Development for add on business for your targeted solutions.

PLAN PIPELINE The percentage of your current opportunities compared to your Plan Pipeline Goal.

Do you have sufficient value in your plan pipeline to continue to make your plan revenue numbers into the future? This measure indicates if you have enough in your plan pipeline to make the plan Revenue Target and continue to build business into the future. If you are less than the goal, you might want to look at your Targeted Potential Opportunities to convert them to Current Opportunities by building value with the customer on the potential identified.

Objectives you should consider that will impact your Plan Pipeline are Revenue, Marketing, Business Development and Partner.

TARGETED SOLUTION PIPELINE The percentage of your current opportunities that are for your targeted (strategic) solutions.

Are you targeting Current Opportunities for your Strategic Solutions? If you haven't reached the target, you may not be selling what the company wants you to sell. You want to develop more opportunities for your Strategic Solutions or reassess and target your Current Opportunities for your Strategic Solutions.

Objectives you should consider that will impact your Targeted Solution Pipeline are Revenue, Marketing and Business Development.

VALUE TO CUSTOMER The percentage of your total current opportunities that are positioned as A and C opportunities on the Value Map.

Of your Total Current Opportunity value, have you identified opportunities that are of high value to the customer? This score represents the percentage of current opportunities that are positioned as



As and Cs on the Value Map. If an opportunity is of high value to the customer (As and Cs on the Value Map) the customer is more likely to buy quickly.

Objectives you should consider that will impact your Value to the Customer are Relationship, Customer Success, Marketing and Revenue to move any targeted B or C opportunities to As.

MUTUAL VALUE The percentage of all opportunities you are targeting that are high value to you and your customer?

Are you targeting all A opportunities and no D opportunities on the Value Map? You should be targeting all opportunities identified as high value to you and your customer i.e. the A segment. If you're targeting opportunities that are identified as low value to both you and your customer i.e. the D segment - you should review and make sure they are justified. A opportunities are your ‘low hanging fruit’. D opportunities are your distraction which could impact your ability to win the A opportunities.

Objectives you should consider that will impact your Mutual Value are Relationship, Business Development, and Revenue to move any targeted B or C opportunities to As.

POTENTIAL OPPORTUNITIES The percentage of potential opportunities compared to your Potential Goal.

Do you have sufficient value in your Potential Pipeline (potential opportunities) to fill your Plan Pipeline funnel to the appropriate level?

Objectives you should consider that will impact your Potential Opportunities score are Business Development and Marketing to create awareness and generate additional Potential Opportunities. If you work with Partners you might want to include Partner Objectives as well.

TARGETED SOLUTION POTENTIAL The percentage of potential opportunities that you have targeted from the Value Map that are for your targeted (strategic) solutions.

Are you targeting Potential Opportunities for your Strategic Solutions? If you haven't reached the target, you may not be selling what the company wants you to sell. You want to develop more opportunities for your Strategic Solutions or reassess and target your Potential Opportunities for your Strategic Solutions.

Objectives you should consider that will impact your Target Solution Potential score are Research and Business Development Objectives to identify and create potential business.

TARGETED UNIT COVERAGE The percentage of your targeted units that have potential or current opportunities.

Do you have Current or Potential Opportunities for all of your Targeted Plan Units? You should also not be working opportunities in non-Targeted Plan Units. Review your targeted units and ensure you have either current or potential opportunities, and re-evaluate your non-targeted plan units.

Objectives you should consider that will impact your Target Unit Coverage score are Revenue, Business Development, Marketing and Partner.

TARGET RELATIONSHIP COVERAGE The percentage of your targeted plan units where your Level of Relationship is Trusted Advisor or Problem Solver.

Are you building a Trusted Advisor or Problem Solver Relationship with the Plan Units you are targeting? With these relationships your targeted units are much more likely to buy from you. If less



than the goal, you may be covering the Plan Units where your current relationship status needs to be improved. Be sure to have your relationship objectives defined to elevate your status with those plan units.

Objectives you should consider that will impact your Target Relationship Coverage score are Customer Success Objectives and Relationship Objectives to expand your status within those targeted Plan Units where your status is lower than Trusted Advisor or Problem Solver.

Completeness Report COMPLETENESS REPORT An assessment of how complete your plan may be. It does not measure the quality or the results of your plan. It shows if you have filled out the plan.

COMPLETENESS The level of progress made in completing your plan components.

ACTIVITY The level of online access and activity on your plan.

PLAN DETAILS COMPLETION The level of completion of Plan Details and any associated Plan Units. For Plan Detail Completion to be 100% you must set the status and add comments for each question in Plan Details and in the associated Plan Units, if any.

SEGMENTATION COMPLETION The percentage of Plan Units that have been assessed using the Segmentation Map criteria.

WHITE SPACE COVER The percentage of intersections, on your Opportunity Map, where you have opportunities or where you have marked the cell as blocked. This is calculated for your ‘A’ and targeted units.

LOR COMPLETION The percentage of ‘A’ and targeted units where you have assessed the level of relationship (LOR).

INSIGHT MAP The percentage of completed Insight Maps for your ‘A’ and targeted units. For an Insight Map to count as complete it must have all 4 Insight Map levels i.e. Goals, Pressures, Business Initiatives and Obstacles included. It must also have at least 9 nodes.

POLITICAL MAP For a Political Map to count as complete it must have at least 8 contacts, each with at least 1 attribute, included.



VALUE MAP COMPLETION The percentage of current and potential opportunities for your ‘A’ and targeted units that have been assessed using the Value Map criteria.

OBJECTIVES The level of completion of objectives for ‘A’ and targeted plan units. If your score is less than 100% it could be for the following reasons:

Insufficient Revenue Objectives for ‘A’ and targeted units with current opportunities (35% of total score).

Insufficient Business Development Objectives for ‘A’ and targeted units with potential opportunities (35% of total score).

Insufficient Relationship Objectives for ‘A’ and targeted units (30% of total score).

ACTIONS The progress you are making with your actions. If your actions score is less than 100%, you have overdue actions.

TEAM PLAN ACCESS The percentage of days your team has engaged online with your plan.

Account Manager Reports PLAN COMPLETENESS REPORT Shows the level of progress and activity on the plan in a selected time period. To customize the report, select the required criteria in Reporting Options. Specify which information should be displayed and how it should be summarized. Click Run Report when ready. Once generated, the report can be printed, saved in Altify, printed or exported in either Excel or CSV format.

PLAN SCORECARD REPORT Shows how well you are performing on a particular account plan, giving an evaluation of your opportunities and pipeline for a selected time period. The report uses color indicators to highlight the status of each scorecard component. To customize the report, select the required criteria in Reporting Options. Specify which information should be displayed and how it should be summarized. Click Run Report when ready. Once generated, the report can be printed, saved in Altify, printed or exported in either Excel or CSV format.

PLAN TIME VIEW REPORT Shows all of the current and closed opportunities in your account plan for a selected period of time. The billing amount is also available in the appropriate quarter. This report does not include potential opportunities or opportunities that are not physically mapped onto the plan. To customize the report, select the required criteria in Reporting Options. Specify which information should be displayed and how it should be summarized. Click Run Report when ready. Once generated, the report can be printed, saved in Altify, printed or exported in either Excel or CSV format.



PLAN UNITS REPORT Shows plan units by account name so that you can see how each of your accounts is being structured and managed in Altify for a selected time period. To customize the report, select the required criteria in Reporting Options. Specify which information should be displayed and how it should be summarized. Click Run Report when ready. Once generated, the report can be printed, saved in Altify, printed or exported in either Excel or CSV format.

Market View Report MARKET VIEW A comprehensive view or roll-up of the opportunities across Altify plans.

NEW MARKET VIEW SETTINGS The parameters necessary to create a new market view. The parameters include the market view name, the market view owner, the plans included in the market view and the team members who have access to the market view.

PLANS The plans included in this market view. All opportunities contained on the plans will appear on the Market View Report.

TEAM The members of your team that will have read or write or read/write permissions for your plan.

MARKET VIEW REPORT Lists all constituent plans, included in the market view, and a consolidated set of solutions from the constituent plans. The report shows the plans as row headings and the solutions as column headings. The body of the report shows all opportunities contains in the included plans. The Market View Report provides you with the facility to navigate down to the underlying detail e.g. opportunities for a particular plan, opportunities for a selected solution, etc.

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