The Customer activity review is the privileged meeting, quarterly or half-yearly, between you and your customer to take stock of the relationship.
Even if each company has created its own “template“, a customer account review it should never look like another. Too often copy / paste from one client to another is practiced and the lack of customization does not allow to optimize it crucial exchange in your business relationship. Each customer is different and you should take this into account when preparing your review.
What questions should you ask yourself before preparing?
Whether quarterly or semi-annually, this moment of focus is the key to sustaining your relationship. Ask yourself about the changes occurred since the last revision, within your company and with your client: economic context, innovation, geographical expansion, company acquisition, merger, downsizing, etc. And just focus on the changes that have or will have a significant impact on your relationship with your customer.
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For example, if your client has merged with another company, the review is an opportunity to discuss the risks And chance for your solution / product and to build an action plan in advance.
Analyze them successes and their factors in order to value but also less happy experiences e to anticipate They improvements points so that your client realizes that you have a correct view of the relationship and that you are there, in a process of optimization and co-construction with him.
Which data to respond to which KPIs?
In order not to “pollute” your account reviews with too much data, it is essential that you connect the data to be presented based on your customer’s KPIs. Not all customers have the same goals. It is therefore important to carefully choose the data you present.
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A classic mistake found is the temptation to put lots of figures to show your analytical skills and the seriousness of your work. This practice often leads to a lack of listening on the part of your customer who risks being so drowned in a multitude of data half of which they don’t care. While if you customize your presentation only with data that matches his KPIs, you will have his full attention because you are there to make him achieve his goals. This does not prevent you from adding some additional data to open reflection on new points but from knowing how to dose.
Presenting the data is good, it’s best to get them talking.
As your client’s “manager”, it is up to you to analyze the data you present if you want to provoke a constructive conversation and agree on concrete future actions. To apply the “so what” exercise. in choosing the data to be presented, you will be able to define its relevance for your client and assume the attitude of a consultant, a key factor of trust.
For example, if your customer’s KPIs revolve around employee efficiency and adoption of your software solution, your “dashboards” should focus on saving time by employees, the rate of penetration and use of the solution, the actions to be implemented to convince users to adopt it.
Who are you talking to and how?
When planning your review, you need to know who the interlocutors will be present during this exchange in order to do so adapt your content and vocabulary to use. Every company and every profession has its own jargon. To capture your audience, it is vital to use it to convey your messages and avoid misunderstandings while demonstrating to your client that you not only know their environment but also the various business functions involved in the relationship with you.
Sometimes it can be difficult to use the vocabulary of each operation if you have many different interlocutors during the review. To choose the most relevant, focus on the most important interlocutors influential in the report for your written presentation. This doesn’t stop you from rephrasing during the review to target related participants.
If, for example, you have contacts in purchases and sales during your review, you will have to address the issues of the economy, quality of service, user satisfaction and the effectiveness of the sales teams offered by your solution / product.
Customize your account review based on your customer’s purchase cycle
Depending on your position in your customer’s buying cycle, you will adopt a different posture.
If you are at the beginning of the relationship, the first review will mainly focus on the implementation of the relationship with its strengths and any corrective actions. You are still in the discovery phase of your account and you do not necessarily know all the parameters or all the interlocutors yet. This review is a great opportunity to ask questions and continue exploring your account.
You still have a reinsurance role towards your customer about their choice and your ability to serve. Don’t go too fast to push other solutions or products because trust takes time to build.
Intermediate cycleyou begin to feel more comfortable in the relationship and you can initiate topics to broaden your scope of intervention, present innovations and ask to meet new people potentially interested in your services / products.
Towards the end of the cycle, you are in a crucial phase to avoid the next call and get, if possible, a renewal of your contract. Your review must obviously strongly promote user satisfaction with your services / products, your innovations, market data that highlight your positioning and show that your customer has no interest in challenging you in a new tender. . the purchase policy authorizes it).
Finally, you will have understood that this is an account review unique for each customer according to its objectives, its vocabulary, its interlocutors, its purchase cycle. So ditch the standards, keep your logo and start from scratch to build this review.
It’s yours privileged moment to retain your customers making them feel unique and that you fully understand their specificities.