Professional account managers (a.k.a. professional sales representatives) are often given accounts that have been

previously managed by others. This occurs for reasons such as a colleague leaving the firm, promotion to a management position, territory realignments, and even a miss-match of communication styles between the buyer and the original sales representative. The first part of our project involves territory realignment for NewNet Systems, a Value-Added Reseller that provides B2B network products and services.

To begin, read the company details in Appendix 2 of your textbook. Following are the sections you should read carefully. 

• Introduction to Multiple Account Management Selling
• Introduction to Your New Employer – NewNet Systems
• Introduction to Your New Account Management Position
• Introduction to Your NewNet Systems Account Reports (Contact Screenshots from the CRM Program)

After reviewing and understanding the scenario of your new position at NewNet Systems, go to Chapter 9 in your textbook. At the end of the chapter, you will find the details specific to this part of the Course Project. Read the Chapter 9 details, titled Developing and Qualifying the Account Database carefully.

Assignment Questions ATTACHMENT PREVIEW Download attachmentAppendix 2 Regional Accounts Management Case Study Table of Contents RegionalAccounts Management Case Study PART 1 Introduction to the Regional AccountManagement Case Study Introduction to Multiple Account Management SellingIntroduction to Your New Employer—NewNet Systems Introduction to Your New AccountManagement Position Introduction to Your NewNet Systems Account Reports PART 2Managing your Accounts Successfully Through the Sales Process Developing andQualifying the Account Data Base Chapter 9 Establishing Your Approach Chapter 10Conducting Needs Assessments Chapter 11 Custom FittingPresentations/Demonstrations Chapter 12 Negotiating Buyer Concerns Chapter 13Closing the Sale Chapter 14 Servicing the Sale Chapter 15 PART 3 Social Media andSelling Creating Customer Value With Social Media Chapter 1 Ethical Social NetworkingChapter 3 Enhancing your Relationship Strategy with Social Media Chapter 5Prospecting with Social Media Chapter 9 Team Selling, Buying Committees, and ChatterChapter 10 Using Youtube for Presentations/Demonstrations Chapter 12 Introduction toMultiple Account Management Selling Salespeople and new account managers routinelytake over a set of existing accounts (see pp. 396 to 416). Taking over a set of accountsand managing the sales process for all these accounts provide a learning experiencedi±erent from making a single sale to a single customer. While it is important for asalesperson to be able to make an e±ective sales presentation, equally important tosales success is developing the skills to move a large number of accounts throughvarious stages of the sales process. This is de²nitely a “multitasking” process. You willbe surprised at how similar this sales process of moving accounts successfully is to theentrepreneur who is starting a business and working closely with clients to achievethose extremely important sales that provide the capital to enable the company tosurvive and become successful. This success is the basic motivating force behind agrowing domestic economy, providing jobs to millions of job seekers. Today, it iscommon for the new account manager to take over the previous salesperson’selectronic database of prospects and customers. Regional account planning, whichmeans learning to evaluate this data and to plan e±ective value-adding sales e±orts foreach step in the sales process, is a key factor in growing the expertise of regionalaccount managers. Regional account management is often referred to simply as “RAM.”We will be using this reference throughout this case study. The exercises in this RegionalAccount Management Case Study simulate this important activity by requesting that a“new account manager” extract, from an existing database, the information needed totake strategic actions to move the accounts through the sales process. The salespersonis asked to review the account data and create value-added regional plans designed toguide the salesperson toward capturing the potential orders that are found within thedatabase. Introduction to Your New Employer—NewNet Systems Casey Arnold is thesales manager in the San Jose, California, o³ce of NewNet Systems, which partners andsells B2B network products and services. NewNet is a certi²ed supplier and has accessto the latest technologies to connect clients with the right network solution. Theproductivity and the critical mission of NewNet’s customers can be considerablyenhanced by selecting and using the correct File and Print Servers, wide-area network(WAN), virtual private network (VPN), or Cabling systems. NewNet is called a value-added reseller (VAR) because its regional account managers and technical sales supportteams help customers maximize the value of the products bought through NewNet.Managing a successful sales process e³ciently to solve customer needs and enhancepartnering relationships are the primary value-adding activities of the regional accountmanager. Senior NewNet management personnel are frequently brought into the salesprocess to add value. The technical needs analysis, product con²gurations,demonstrations and installations, while managed and overseen by the regional accountmanagers, are the primary responsibility of the technical sales support team members.

View the AnswerBecause networking is a critical function of the customer’s business, Fnancial andtechnical in±uencers and user in±uencers are often a part of the customer buying team.Introduction to Your New Account Management Position NewNet’s sales and technicalsupport people may spend several months in the sales process (sales cycle). Regionalaccount managers telephone and call on prospects to determine if they qualify forNewNet’s attention. Considerable time is taken to study the customer’s needs (needsdiscovery). The expert opinion of NewNet’s technical people is incorporated into aproduct conFguration and sales proposal that is presented to the prospective customer.The sales presentation is often made to a number of decision makers in the prospect’sFrm, including senior management, because of the e²ect new networkingconFgurations can have on the client’s business. Demonstrations are usually requiredand often include technical NewNet team members. The Fnal decision to purchase mayfollow weeks of consideration within the Frm and negotiations with NewNet. Once adecision is made (closing the sale) by a customer to buy, NewNet’s technical andsupport teams begin the process of acquiring, assembling, and installing the networksystem and then following through with appropriate training, integration, and supportservices. (Note: The previous account manager and the company’s technical supportsta² have supplied all the product information needed in these assignments. Yourresponsibility will be to analyze the buying process of each account, plan salesstrategies to move the sales process forward, ultimately forming long-term partnershipsand achieving the sales forecast.) NewNet Regional Account Managers must carefullyprospect for customers. NewNet may invest a signiFcant amount of time helping apotential customer conFgure the right combination of products and services. Aftercareful qualiFcation, only the most serious accounts are cultivated. ³urther, Casey’sregional account managers must ascertain whether, if the investment of time is made ina prospective customer, the account will follow through with purchases from NewNet.Casey is responsible for assuring that prospect information is collected and usede²ectively. The regional account salespeople use CRM software designed speciFcally forvalue-added resellers, such as NewNet Systems, to manage their prospect information.The system allows salespeople to document and manage their sales process with eachprospect. Refer to Chapter 9, Developing and Qualifying Prospects and Accounts, on p.195, for your Frst sales meeting with your new sales manager on the status of youraccount list. Casey has several account development items for you to review. Additionalmeetings on moving your accounts successfully through the sales process will bepresented at the end of Chapters 10–15. INTRODUCTION TO YOUR NEWNET SYSTEMSACCOUNT REPORTS Lee Bison, NEWNET Senior Accounts Manager Casey Arnold,NEWNET Sales Manager Contact Screen Account 1: Able Technologies Inc. Contact: Mr.Bradley J. Able Phone: 916-555-1000 ³ax: 916-555-1500 Title: President Dear: BradUser: Bill ³ranklin, Chief Engineer Phone: 254-555-1254 Cell Address: 5000 N. CooperBlvd. Suite 2000 E-mail: bja@able.com City: Palo Alto State: CA ZIP Code: 94302 E-mail:bf@able.com Sales Process Stage–Last Results: Needs Analysis ID/Status: Prospect ³irmSize: 520 People Network Now: None Workstations: 100 Account Code: ManufacturingNetwork Need: LAN Likelihood: 70 Dollar Amount: $250,000 Date Close: 1/31 NotesScreen 11/28: Joe and I met. Joe’s report on the needs discovery shows how the 100-user network that they need can be phased in with staggered implementation. Phasingit in can spread the cost over two annual budgets. I think Brad and our CEO will reallyhit it o². 11/19: Nice meeting this morning. Joe and I spent most of the time with Bill³ranklin. Bill’s son, Jim, is a junior in engineering at Stanford. Jim is interested in part-time computer-related work. I will mention this to our president; maybe we could helpJim. Bill’s chief network concern is work interruptions. Talked a moment about SamPearlman. I mentioned Sam’s sister, Peggy, and Bill seemed impressed that I knewPeggy is married to Brad. He laughed when I said Joanna was busy. Also, Brad couldn’t

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