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Appendix 2
Regional Accounts Management (RAM) CRM Case Study
The Regional Accounts Management (RAM) Case Study is a unique simulation exercise
providing students the opportunity to plan sales strategies to move the sales process to a
successful outcome for 20 customers. While most role-play/simulations provide students an
important setting for developing selling skills while working one-on-one with a customer,
Appendix 2 is the first such exercise to provide important selling skills development in a diverse
multicustomer setting.
Research studies reveal selling skills in the researching, planning, organizing, and
communicating activities associated with multiple accounts are critical to success in personal
selling. Additionally, more time is generally spent on these activities than in one-on-one
presentations.
Information collected by a previous salesperson has been captured in a CRM (customer
relationship management) database for a company called NewNet Systems. Students assume the
role of a newly hired NewNet regional account manager (RAM) with responsibility to work with
sales opportunities associated with the clients in their new CRM database.
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INTRODUCTION
The Regional Accounts Management (RAM) case study presented in Appendix 2
provides examples of CRM sales notes and customer information previously recorded by a
salesperson working for a company named NewNet Systems.
The Regional Accounts Management CRM Case Study requires students to replace the
previous NewNet Systems salesperson and examine a CRM account database containing
information similar to an actual business with which the author has consulted. Students plan
sales strategies to close as much of the forecasted $1.8 million in projected sales, as possible.
Each assignment in the text refers to strategies presented in that chapter. Student time required to
complete each of these assignments will average about 30 minutes. It is important to review
the introduction to the Regional Account Management Case Study in Chapter 9, and the
Account Screens in Appendix 2 before assigning this multi-chapter case study.
Included in the RAM case study is a series of questions found at the end of Chapters 9–
15, that your students can answer by analyzing” the CRM Contact and Notes Screens in
Appendix 2. Your students are presumed to be a new RAM, replacing the previous NewNet
Systems salesperson, Lee Bizon. NewNet Systems sells network products and services. The
questions in this REGIONAL ACCOUNT MANAGEMENT Case Study all relate to
successfully moving accounts through the stages in the sales process. Answering these
questions relate to the sales process, and do not require technical networking product
knowledge.
The following NewNet Systems Sales Metrics table supplies the information requested in
the first question for Chapters 9–15. The first three columns provide the information requested in
question one of chapter nine. The fourth column supplies the answer to the first question in the
Chapter 10 Regional Accounts Management Case Study. Finally, the fifth through the eighth
columns supply answers to Chapters 12–14.
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RAM METRICS—SELLING TODAY 14E
REGIONAL ACCOUNTS MANAGEMENTS CASE STUDY
NewNet Systems Accounts Management
Name “Instructor’s Key” Regional Accounts Manager,
NewNet SYSTEMS
Date
Account Name/
Dollar
Comm.
Sales Process
Likeli-
Forecasted
C
Close
Contact Name
Sales Amt
Style
Stage
hood
Sales
(10%
1/31 Able Technologies/ 250,000 Supportive Needs Analysis 70% 175,000
17,500
Bradley J. Able
1/31 Aeroflot Airlines/ 75,000 Emotive Qualified 80% 60,000
6,000
John Poltava
11/30 Bryan Enterprises/ 75,000 Emotive Qualified 99% 74,250
7,425
Bill Bryan
6/30 Computer Products/ 50,000 Director Qualified 30% 15,000
1,500
Joanna Barkley
2/28 Computerized Labs/ 75,000 Reflective Presentation 60 45,000
4,500
Sam Pearlman
0/00 Designer Associates/ None Supportive
D Simon Sayers
1/31 Ellis Enterprises/ 175,000 Reflective Qualified 90 157,000
15,700
Timothy P. Ellis
6/30 Engineering Software/ 75,000 Supportive Qualified 30 22,500
2,250
Ian Cortez
2/28 General Contractors/ 100,000 Director Qualified 90 90,000
9,000
Brian Allan
1/31 International Studios/ 25,000 Supportive Needs Analysis 80 20,000
2,000
Robert G. Kelly
12/31 Johnson and Assoc/ 125,000 Director Qualified 99 123,750
12,375
Ralph Johnson
6/30 Lakeside Clinics/ 25,000 Director Needs Analysis 20 5,000
500
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Dr. Jeff Gray
12/30 Landers Engineering/ 25,000 Emotive Qualified 80 20,000
2,000
Colleen Landers
1/31 Media Conglomerate/ 100,000 Emotive Qualified 60 60,000
6,000
Joe Romero
3/30 Mercy Hospital / 250,000 Directive Qualified 40 100,000
10,000
Kerri Mathers
8/31 Modern Designs/ 200,000 Reflective Qualified 50 100,000
10,000
Cheryl Castro
12/31 Murray D’Zines/ 20,000 Directive Order 100 20,000
2,000
Karen Murray
11/17 Piccadilly Studio/ 60,000 Emotive Order 100 60,000
6,000
Judith Albright
2/28 Quality Builders/ 25,000 Supportive Qualified 70 17,000
1,700
Sherry Britton
1/31 Southern Motors/ 125,000 Supportive Needs Analysis 90 112,500
11,250
Dwayne Ortega
TOTALS 1,855,000 1,232,000
123,200
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Chapter 9—Developing a Prospect Base
Regional Accounts Management Case Study—Reviewing the Prospect Database
Questions
Using the following headings prepare an account metrics report for your meeting on the
current status of your 20 new accounts found in Appendix 2. Keep a copy for future
reference.
Note again the first three columns of the table presented above provide the information
requested in this question. Also, note the fourth column supplies the information to Chapter
10, as does the remaining columns for Chapters 11–14. If you choose you could have
students complete the table at this time, however, it is recommended they complete it as they
answer the other questions in each of the following chapters.
NewNet Systems Accounts Management
Name Regional Accounts Manager, NewNet Systems
Date
Account Name/
Dollar
Close
Contact Name
Sales Amt.
Which contact can you ignore immediately as a prospect for making a potential purchase?
Lee Bizon’s notes in the Designers Associates Contact Screen show this
professional organization has three workers who do not share files or resources
that would not need a network. Dr. Sayers, the director of the organization,
appears to be a good reference contact. So further discussions with Dr. Sayers will
be documented, this record should be kept as a reference, not a prospect. This
requires changing the ID/Status field entry from prospect to reference.
Referring only to the date close category, which four prospects would you call immediately?
In the Date Close field, Lee Bizon entered the dates that he felt his prospects
might place orders. Assuming the student begins as a salesperson for the company
in December, four accounts were identified as likely to close this “year.” The
three accounts that should be called immediately are: Colleen Landers, Landers
Engineering (12-30); Ralph Johnson, Johnson and Associates (12-31); and Karen
Murray, Murray D’Zines (12-31). The fourth account could be any one of the
following who Lee Bizon indicated might close by 1-31: Brad Able, Able
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Technologies; John Poltava, Aeroflot Airlines; Dwayne Ortega, Southern Motors;
Timothy Ellis, Ellis Enterprises; Joe Romero, Media Conglomerate; or Robert
Kelly, International Studios.
Referring only to the dollar amount of sales forecasted category, which four accounts would
you call first? Does the likelihood of closing percentage category have any influence on
decisions concerning which prospects to call first? Why?
In the “Dollar Amount” field Lee Bizon entered the amounts that he felt his
prospects might purchase. The four accounts with the largest amounts forecasted
are Able Technologies, Inc. ($250,000), Mercy Hospital ($250,000), Modern
designs ($200,000), and Ellis Enterprises ($175,000).
Yes, the likelihood of closing percentage would have an influence on decisions
concerning which prospects to call first. The “likelihood” of closing represents the
potential likelihood of the account actually purchasing and making the purchase
from NewNet rather than a competitor.
According to information on the Contact and Notes Screens, which prospecting method did
Lee Bizon appear to use the most? Give examples.
A quick review of the of the contact screens and notes windows reveals that Lee
Bizon frequently used the referral method of prospecting. He was apparently well
liked, respected, and trusted because frequently clients would provide him with
referrals.
9-21 Identify any accounts where there may be ethical or legal issues to be considered. Describe
what these issues may be.
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Chapter 10—Approaching the Customer
Regional Accounts Management Case Study—Establishing Your Approach
Questions
10-17. As a part of your preapproach preparation for your meeting, you would like to have
information on the communication styles of each of your accounts. Using the table you
prepared for Chapter 9 add a column as noted below and list the communication style of each
10-18. Casey wants you to call on Robert Kelly. Describe what your call objectives will be with
Mr. Kelly.
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Copyright © 2018 Pearson Education, Inc.
friendly. Therefore, study their feelings and emotional needs as well as their technical and
business needs. Throughout the presentation, provide personal assurances and support for
their views. If you disagree with a supportive person, curb the desire to disagree too
assertively; Supportive people tend to dislike interpersonal conflict. Give them the time to
comprehend your proposal. Patience is important.
As you develop your communication-style identification skills and become more adept at
style flexing, you become better able to manage the relationship process. With these skills,
you should be able to open more accounts, sell more to established customers, and more
effectively meet the pressures of competition. Most important, your customers will view you
as a person better able to understand and meet their needs.
10-19. Your call on Aeroflot Airlines involves both team selling and selling to a buying
committee. Who will you team with from NewNet and what kind of preapproach planning
will be needed?
10-20. Reviewing the social contact information in this chapter, what topics might be appropriate
for Dwayne Ortega, Robert Kelly, Bradley Able, Sherry Britton and Karen Murray?
10-21. In analyzing Lee Bizon’s notes, each of the four communications styles are represented. If
you haven’t done so, Casey would like you to complete the on-line Communication Style
assessment presented in Chapter 5 (see also communication style assessment at
www.pearsonhighered.com/manning) and assess your preferred and secondary styles. With
this information, summarize how you will use the Platinum Rule described in Chapter 5 to
flex your style to work collaboratively with the four styles exemplified by your new contacts.
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Copyright © 2018 Pearson Education, Inc.
The Platinum Rule, created by Dr. Tony Alessandra, provides each of us with the
motivation we need to treat others the way they want to be treated. This rule is a simple,
proven method for building strong relationships with our customers: “Do Unto Others As
They Want to be Done Unto Them.” The Platinum Rule (www.platinumrule.com) is at the
heart of the style-flexing sales strategy. When we take the time to determine whether the
customer is behaving as an Emotive, Directive, Reflective, or Supportive, we can then treat
them the way they want to be treated.
10-22. Casey has given you a reprint of a new article about using networks for warehouse
applications. Which of your prospects might have a strong interest in this kind of article?
10-23. It is not uncommon for new account managers to experience some call reluctance when
taking on a new set of accounts. Referring to the section on “Coping with Sales Call
Reluctance,” describe how you might overcome this potential problem if this happens to you
as you take over Lee Bizon’s accounts. Build your answer around the four suggestions in this
chapter.
Chapter 11—Determining Customer Needs with a Consultative Questioning
Strategy
Regional Accounts Management Case Study—Needs Discovery
Questions
11-14. For your meeting with Casey, using the table you prepared in the last chapter add another
column titled “Sales Process Stages” as indicated below. Reviewing the metrics on your 20
accounts, indicate the last stage of the sales process each account has gone though. This
information will be used as you prepare your next call.