How to accelerate trading account growth

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A Practitioner’s Guide to Account-Based Marketing: Accelerating Growth in Strategic Accounts

Account-based marketing, also known as client-centric marketing, is in the process of transforming modern marketing practice. It involves taking a strategic approach to business to business marketing, whereby important individual accounts are treated as markets in their own right. After all, many of the world’s leading companies have annual revenues the size of some Account-based marketing, also known as client-centric marketing, is in the process of transforming modern marketing practice. It involves taking a strategic approach to business to business marketing, whereby important individual accounts are treated as markets in their own right. After all, many of the world’s leading companies have annual revenues the size of some countries’ GDP, so for the businesses that provide services and solutions to these companies, such key accounts truly do represent a global market. A Practitioner’s Guide to Account-Based Marketing explores the development of account-based marketing (ABM) as a business practice, and outlines a clear, step-by-step process for readers who wish to set up an ABM programme to accelerate growth.

Rich with fascinating case studies and personal stories, A Practitioner’s Guide to Account-Based Marketing offers readers privileged access to lessons learned by pioneering companies in the field, including BT, Fujitsu, IBM, Juniper Networks, Microsoft, SAP, and many more. The text is fully endorsed by the Information Technology Services Marketing Association (ITSMA), who run the only formally recognized qualification in the sector: the Account-Based Marketing Certification Programme. Meticulously researched and highly practical, A Practitioner’s Guide to Account-Based Marketing will help all marketers strengthen relationships, build reputation, and increase revenues in their most important accounts. . more

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I searched Amazon and Goodreads recently for a book that provides the A to Z on Account Based Marketing. Talk about timing as this book had recently been released in April and was written by two practitioners with deep expertise and experience in ABM. For those looking to learn about the virtues of ABM this book is definitely one to pick up. It is broken into three major areas: getting your organisation ready for ABM, ABM step by step and developing an ABM career. What I found the most useful is I searched Amazon and Goodreads recently for a book that provides the A to Z on Account Based Marketing. Talk about timing as this book had recently been released in April and was written by two practitioners with deep expertise and experience in ABM. For those looking to learn about the virtues of ABM this book is definitely one to pick up. It is broken into three major areas: getting your organisation ready for ABM, ABM step by step and developing an ABM career. What I found the most useful is that you can take this book and establish an ABM methodology within your organisation without any background knowledge. In saying that, execution of ABM comes with risks and must have executive buy-in from the top; especially considering the investment and return which can take time. These risks and more is detailed in the book along with in-depth case studies. It truly is a thorough book on ABM and worth a read!

Three key takeaways from the book:
1. Strategic ABM (aka 1:1 ABM) can cost anywhere from 25k – 100k per account per year. The investment is worth it; as mentioned above can take some time to bear fruit. Furthermore, most organisations leverage ABM on existing accounts versus net new accounts which to me makes a lot of sense.
2. 84% of companies surveyed have seen ABM delivery a higher ROI than any other type of marketing.
3. Stakeholders MUST agree on a realistic timeline for ABM to deliver results given the time it takes to achieve ROI. . more

For many this book could or should be a game-changer; getting you to think about not only marketing as an entire being but also to focus different resources and approaches to different strategic account types. Further focussing an already (hopefully) directed marketing beam, you could say, through account-based or key account marketing, a strategic means of marketing.

This concept is not new, but it is less common than it should be in many cases, since it treats each individual prospect or For many this book could or should be a game-changer; getting you to think about not only marketing as an entire being but also to focus different resources and approaches to different strategic account types. Further focussing an already (hopefully) directed marketing beam, you could say, through account-based or key account marketing, a strategic means of marketing.

This concept is not new, but it is less common than it should be in many cases, since it treats each individual prospect or customer account as a market of one. Obviously, you are not going to sell a 20-euro widget this way, but for larger “enterprise” prospects this can be a different matter. That said, even a large prospect company may have different departments that have different needs and they could even be viewed as different markets. This approach for marketing may not only increase sales but it can change the dynamic between supplier and supplied, leading to a closer, stronger and lengthier relationship. It requires more work, of course, but at this level the rewards can be worth it. Even if you have attracted a customer with your marketing, it does not mean that your marketing efforts end there – sustaining and informing the relationship then may take over the nature of your marketing activity.

The reader is therefore educated and guided through the entire process in this accessible, easy-to-follow and very engaging book. The enlightened company following this process would be advised to really leverage the gathered data and insights and share them internally, as it can yield great additional knowledge to benefit the company-at-large. Don’t throw anything away, even if you are going to make a personalised approach to each prospect.

This book is more than well-written theory and advice, it is backed up with many case studies shedding light on how the approach is used in many account-based marketing situations. Of course, not everything is sweetness and light, but you can learn by mistakes made and problems received and hopefully avoid them or handle them within your own implementations. It can also help challenge other possibly outdated elements of thought about marketing, communications and even business too if you let it!

It does a great job at imparting information and enthusing the reader, it manages to balance well the needs of different types of reader too. It certainly feels to be a book that you may want to keep close-at-hand and revisit from time-to-time as additional perspectives may emerge as your experience grows within this subject.

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If you are marketing or selling to larger enterprises, you will want to consider a book like this if you are not already doing account-based marketing. Even if you are, this book will not break the bank and you only need to find one little tweak to your approach to get your investment back in spades! . more

How to accelerate trading account growth?

In sales, the person with the best process wins. So how do you ensure that all the players on your team are running the right plays to maximize growth?

Build separate playbooks for new business, account management / customer success and sales management that clearly define the:

This article will focus on key client conversations related to the playbook for new business and account management / customer success. A sales manager playbook should follow the same structure with a focus on key employee conversations.

Step 1: Define WHAT the ideal sales process is

Clearly identify the key client conversations that are required to achieve growth in new business, upsell and cross sell.

For account management / customer success, this is often a quarterly value review process. For new business, it’s defining the key client conversations surrounding the qualification and commercial process.

“How do you ensure that all the players on your team are running the right plays to maximize growth?”

It’s typical for an organization to have a sense of what this overall process should be, although an attempt to document it can often spur valuable discussion around alternative approaches.

The rest of the playbook adds the why, who and what to each of these key client conversations, so it’s important to have full alignment on the ideal process before moving forward.

Step 2: Clarify WHY each conversation is necessary

The task of articulating why each step of your process is necessary is a good gut check as to whether it’s actually needed. It can be helpful to frame both the key activities of each meeting, as well as the exit criteria / goals.

  • Key activities: Key areas of focus for the conversation, qualification (new business) and value confirmation (account management / customer success) are just a few examples.
  • Exit criteria / goals: Next steps that define completion of a given stage of the process. For example, a scheduled commercial conversation (new business) or signed renewal (account management / customer success).

“The task of articulating why each step of your process is necessary is a good gut check as to whether it’s actually needed.”

Step 3: Define WHO is involved in each step of the sales process (R&R)

This is especially critical when cross-team collaboration is required for success, like the hunter to farmer handoff for new clients. It’s important to have alignment on roles and responsibilities for the meeting to ensure collaboration and fluid co-facilitation.

Step 4: HOW does the team execute the actual conversation

This will be the most detailed portion of the playbook and should be consistent with any training and professional development efforts. A playbook should feel like an extension of the sales learning and development program.

Separating it into three areas can be helpful:

  1. Pre-meeting planning: Assignment of tactical meeting preparation items to each team member along with strategic planning considerations.
  2. Talk track: The structure of the meeting supplemented with sample language for guidance. Talk track ≠ rigid script. Align the talk track with the best practices being taught in training and reinforced during sales manager ride-alongs and role plays.
  3. Post-meeting debrief: Assignment of action items and strategic planning considerations.

“A playbook should feel like an extension of the sales learning and development program.”

Once a playbook is developed and shared with the team, be sure to host it publicly for everyone to access easily and often.

It’s important that each playbook be a living document that is updated with the latest learnings via an iterative process with the team so this good work doesn’t go stale and lose relevancy.

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How do I grow small forex account?

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By small trading account, i would assume you mean $1000 account. I would also assume you have been trading for a while like 5-7years.

Let me tell you my opinion. If you are good enough, you can run a $1000 account to $5k or $10k in a few months or years but it’s a difficult feat. Thinking of hitting a million dollars? I also think it’s safe to start with a $100k account.

These are all my opinions really but I have read of someone who ran a small account of $1500 to $1m in about four years. He traded full time. These kind of result is rare.

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