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Raman Jha - Technical Account Management: How to Win Deals & Stay Sane in todays digital world

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Technical Account Management: How to Win Deals & Stay Sane in todays digital world
Author:
Raman Jha
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Year:
2020
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Strategic Account Management as a profession is dyingThis Digital era and COVID disruptions have meant that generalist Account and Delivery managers are struggling today. They are failing to:1. Understand todays technological shifts2. Provide a Point of View on these shifts3. Connect the dots between IT solutions & business outcomes. Cannot see revenue opportunities.Every Strategic Account Manager must make a quick transition to a Technical Account Manager. In this practitioners toolkit, Raman brings together his 2 decades of Account Management and Sales experiences to help you transition from a generalist to a Technical Account Manager. Through the eyes of Tom, Zara and Ravi, this book will take you through a fascinating journey of modern day digital world. Once done, you will understand: Understand Account Management Basics Understand todays Digital Platforms, Tools & Frameworks Develop a Personal POV on complex technologies Know the right questions to ask & Identify Net New revenue opportunities. Create real differentiationWith this book, you will get a set of editable & ready-to-use templates to jumpstart your transition. This book will help you create better customer relationships, understand technology trends, win more deals and find more time for the only things that matter in life - time with family and friends and your personal and spiritual growth. Before you buy the book, also know that this book is not: - A technical manual - This covers multiple technologies for quick grasp and at a high level- Will not make you a subject Expert- Not a get rich quick book - Not a tips and tricks book Treat this as a ready-to-use cookbook to become a great Technical Account Manager. Enjoy the ride !!

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How to differentiate

and

win deals

The term Technical Account Management and this book are Copyright protected by the author under the Canada Copyright act R.S.C., 1985, c. C-42 and the Berne Convention.

No part of this book may be reproduced by any means, graphic, electronic, mechanical including photocopying, recording, or taping or by other information retrieval systems without written consent of the author.

This book and the supporting material are for your personal use alone to perform your daily account management and related functions.

To get access to all the templates in the book - email

Dedicated to All My Readers

T hank you Mom (the eternal optimist and my champion), Dad (the fighter), Sushma (for her calm encouragement), Pankaj (my coach), Harsh, Anshu, Shreya, Sunny, and Asad for the graphics.

To my friends, Kaushal, Prashant, Srini, Sal and Pattu.

And to my wife and best friend Ruby, who calmly stood by me through everything.

Bummer !

Tom was super pumped!

It was Friday afternoon of the Labor Day long weekend. He stood facing the large window overlooking his garden, with the beauty of the upcoming fall. His mind shifted between the upcoming family trip and the deal .

Tom had put a multimillion-dollar eCommerce bid for the automotive major that he managed. He had created an alliance with a leading product vendor, had champions in the account and competitive intelligence.

Value was clearly articulated. Financials were great. It was just the perfect pitch.

Tom was going to win this thing.

The phone rang. Paul, the Director for Vendor Management and his longtime friend, was on the line.

Five minutes later, Tom knew he had lost the deal. He also knew why.

On what he thought was the perfect bid, pretty much everything seemed wrong.

It was a mess!

What this book Is

S trategic Account Management (SAM) is dying.

Digital era and COVID disruptions have meant that Strategic Account Managers are struggling today.

They are failing to:

Understand current technological shifts.
Provide a point of view on these shifts.
Connect the dots between IT solutions & business outcomes . They fail to see revenue opportunities.

Every Strategic Account Manager must make a quick transition to Technical Account Manager.

This book is a Practitioners Toolki to make this journey easy and hopefully fun.

Once done, you will:

Understand Account Management basics.

Understand todays Digital Platforms, Tools & Frameworks.

Develop a Personal POV on complex technologies.

Know the right questions to ask & identify Net New revenue opportunities.

To save you time, I have cut the chase, kept the topics as short as possible, without leaving out the essentials.

This book comes with an access to editable and ready-to-use template library for you.

Note that these are copyrighted and for your personal use alone. Neither the book, nor the templates, are meant to be shared.

I guarantee that if you apply a single idea from this book in your work life, your paybacks will be manifold.

And the book would have met its purpose.

That is why I wrote this book. Let us get started !!

Meet Tom:

T om is a Strategic Account Manager with RM Predict Enterprises (Predict).

Predict is mid-sized IT services company that boasts doing work for some Fortune 1000 companies out of Canada and the US.

He is a doting husband and a father to three school-age children. He has lived in Torontos Deer Park area for most of his life, with extended family close by. His receding hairline reveals his age, but he hits the gym

thrice a week, runs long distance and in great shape. Life has been kind to him and he wants to keep it this way.

Tom graduated years back from Queens with a major in economics and has been a Strategic Account Manager with Predict for over years.

For the last years, he has managed Automotive Inc. , a world leader in family sedans that get manufactured in Windsor, Ontario.

Automotive Inc . was a legacy business but embarked on massive digital and IT-driven transformation in recent years.

This is where Toms struggles began.

Meet Zara:

Z ara is Toms manager and the Divisional Manager with Predict.

She relocated with her family from Vancouver, BC for the job five years back. She lives in the York Mills area, with her husband (a major bank executive) and their two kids.

Zara had a stellar record growing market shares for this major global brand. She was a part of their Go To Market team, and achieved double digit growth for five years in a row.

She got referred to the Predicts board when they were looking for a leader to drive up their east coast business.

Her move to Predict was easy. Expectations were high and everyone expected her to deliver some quick wins and she did , at least initially.

Trouble started in 2015, with another of the many global oil recessions . Capital spending was low and businesses were only spending on Lights On technologies or niche digital innovations that could create a quick competitive differentiation.

Zara no longer had the backing of a leading brand behind her. She had always enjoyed success in legacy IT environments, sorrounded by Systems and Processes.

Even prior to the recession, She started struggling to keep pace with the digital disruptions around her.

Recession just make it worse for her.

Automotive Inc. was badly hit, because of drop in demand for oil. Customer expectations had changed degrees.

She had to figure out her new world, and fast.

Meet Ravi:

R avi is the VP - Digital with Automotive Inc., and primary customer for Tom.

Ravi grew up in a small town in India . After finishing up his engineering degree from a premier institute, he moved to Canada for his MS. in computer sciences from the University of Toronto.

He fell in love with the city that he has called home for the last three decades. He still has strong connections with India and visits them at least once a year.

Ravi is a recent entrant to Automotive Inc . He was hired out of another automotive major about three years back.

Automotive Inc. expected Ravi to fix their digital strategy and create new revenue channels and improve manufacturing KPIs.

Ravi understands automotive domain cold . He joined Automotive Inc. on the promise of available budgets to execute to his vision.

Now with the oil recession, capital budgets have dried up and the CFOs expectations from him have changed dramatically.

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