Account Plan

For

Future Generali

presented by
feroz shaikh

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Account Vision

To be a partner of choice by enabling them with cost effective

solutions to overcome from losses.

Participation in initiatives with consultative approach to achieve

their goals & vision.

Achieve highest RMS in ICT expenditure with maximum product

penetration by March 2016.

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Account Team

Future Generali

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Customer Organisation
Structure

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Account Overview –
Inputs from Top 10 Questions Summary
Marketplace:
Products/services  Life & General Insurance
 
Markets/customers  Rural, personal, corporate, Life insurance
 
Industry trends  Industry is growing with stiff competition in private sector through NBFC’s
 
Competitors  LIC, Bharti AXA, Bajaj Alliance, Max New York, ICICI Prudential, HDFC Ergo Etc.
 
Vision and Strategy:

Organisation  Future Generali

 
Strategies/resource  Become key insurance player In India
s
 
Vision  To provide financial security to people and enterprises through total insurance
solutions
 
Initiatives  Product to differential customers (mallasurance)
 
Problems  Loss in life Insurance business, Low Marketing, Low market share
 
Performance: There are 2 business division 1. Life Insurance which are currently in losses
(386) Mn which was (683) mn in 2012-13 2. General Insurance is profitable 406 Mn Profit with
consolidated revenue 18764 Mn
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Account Diagnosis – Client S.W.O.T.

Key Insights:
1. Expansion plan- Increase FG presence with minimal cost with solutions like, Branch in a Box, Cloud, Tablet,
USSD, MOVAS

2 Reduce their existing cost by selling cost effective solutions to overcome from losses like USSD (Unstructured
Supplementary Service Data)
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Account Diagnosis
Position in Client Business Continuum

Upstream Downstream

Business Business Business Needs and Supplier

Enterprise Initiatives Initiatives
Unit Identification Case Specifications Sourcing and Implementation
Planning Planning Creation Formulation Selection
T-5 T-4 T-3 T-2 T-1 T+1 T+2
T0
(Move star to your
position)

How we reached this position (Current):

• Through strong relationship with CIO

• Regular engagement at all level

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Account Diagnosis
Where Can We Move Next?

Upstream Downstream

Business Business Business Needs and Supplier

Enterprise Initiatives Initiatives
Unit Identification Case Specifications Sourcing and Implementation
Planning Planning Creation Formulation Selection
T-5 T-4 T-3 T-2 T-1 T+1 T+2
T0
(Move star to your
position)

How this will benefit both of our organizations:

• Strategic Partnership- Enable Future Generali for expansion
with cost effective solutions like Branch in a Box, 3G as LM,
cloud & Tablet solutions.
• Support them for cost reduction and improve bottom line.

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Account Diagnosis
Competitions Position in
Client Business Continuum
Upstream Downstream

Business Business Business Needs and Supplier

Enterprise Initiatives Initiatives
Unit Identification Case Specifications Sourcing and Implementation
Planning Planning Creation Formulation Selection
T-5 T-4 T-3 T-2 T-1 T+1 T+2
T0

IBM Tata

• IBM is at T-2 level due to NIPS products, being

instrumental in several business case discussion at initial
stage.
• Tata is at T-1 with higher product penetration after airtel.

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Account Diagnosis
Presence in Buying Centers

Corporate Buying Centres

IT Marketing Customer Admin Finance   Business HR 
support

            
2 0 1 2 0 0 0

Attractiveness*   Our Presence

 = High   2 = High
 = Medium   1 = Medium
 = Low   0 = Low
? = Don’t know        

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Account Diagnosis
Presence in Buying Centers

• We have strong presence and a lot to offer in these

buying centers:
– IT
– Admin
• We need to increase our presence and offer more
value to these buying centers:
– Finance
– Marketing
– Business
– HR
– Customer Support

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Account Diagnosis
Account Management Success Factors

Three factors we will focus on:

1. Level of contact with senior management
2. Team work within account team
3. Team work with client resource
4. Linkage with client strategies
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List of Goals

Emerging from your account radar analysis and activities

list out the three Success Factors you would like to focus
on.

1.Level of contact with senior management- Regular CXO

level engagement between airtel & Future Generali
2.Team work within account team- Sensitize customer
business criticality within airtel cross functional teams.
3.Team work with client resource - Regular interaction closely
between airtel & Future Generali team for smooth operations.
Proactive approach towards service improvement and timely
delivery for upcoming projects
4.Customer satisfaction in all areas like project implementation,
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PPA.AcctPlan.PPT
Account Goals
From the earlier Slide identify the goals you can focus to build
our joint enterprise and improve our mutual results with (client) –
The purpose is to Prioritize your Time and Focus on improving
your Account Radar
Short Term – 3 months
1.Fortnightly interaction between airtel cross functional teams to
understand customer issues and offer appropriate solution
2.Proactive approach during monthly interlocks with customer
3.Positioning airtel money for insurance premium payments

Long Term – 6 Months

1.Regular monthly interaction between senior management
2.Top executive sponsorship to drive the account
3.Offering solution to reduce operation cost like USSD with
proper data analysis

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Account Goals

3 Months Goal – Use the Inputs from the Last Slide to

Input Here
Enter SMART Goal GOAL# 01 GOAL # 02 GOAL# 03
Description in the Innovation Team work with Linkage with
Next Column solution client resource client strategies
S : Specific Discussion with FG Proactive approach Positioning airtel
M: Measurable Business Head (Mr. during monthly money for insurance
A : Actionable Rakesh Wadhwa) & meetings with premium payments
R : Relevant to Client CFO (Anup Chandak0 customer for new by Sept 30, 2014
T : Time Based for USSD solution solutions like, Branch
Ex : Level of Contact – we will before 22nd Sept in Box, MOVAS, Toll
establish a sustainable
business relationship with the 2014 Free data, cloud
head of each business unit and solutions by Nov 1st,
each Business Head by end of
FY14 Q3
2014

-Align airtel solutions - Develop strategic - Increase PPI and

to achieve future relationship customer
Generali goals. stickiness with
Why we chose this airtel
goal: Solutions to increase
business with faster
TaT for new customer.
Simple and easier - Fast GTM with low - Alternate and easy
access of customers operation cost. mode of payment
information and faster - Business for FG customers
How this goal will expansion.
benefit both Reduction in contact
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organizations:
Account Actions

Plan for Goal # 1

Person
Action Responsible Deadline
Meeting along with PSS and BSG for Feroz Shaikh Sept 19th, 2014
understand insight of customer support expense
and strategies product placement
Sensitize these teams on issues where the Feroz Shaikh Sept 19th, 2014
customer is having constant problems

Service Improvement Plan with pro active Richa Chopra Oct 1, 2014
approach

Aligning project team in advance before PO Feroz Shaikh Sept 19th, 2014
collection

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Account Actions

Team Member Roles

Team Member Role in Owns These % of Time Skills/Knowledge to Develop
Account Contacts/Areas on Account

Feroz Shaikh KAM Overall engagement 16% Competition Mapping, Senior

engagement, Engagement with all Buying
centers

Richa Chopra SAM Support Service 11% Relationship Development with Sr. Mgt &
Service Improvement

Puneet Naik BSG Technical solution 15% Deep dive understanding about customer
consultant Setup & consultative selling

Rohit Mangeshkar SMG Collection 10% Understanding customer financial

processes

Swapnil Gokani PM Project delivery 15% Understand Customer expectation and

criticality of products & Services deliver by
us

Manoj Simon TL TL-Account Mgt 5% Customer Mapping at all level

Prasad Routray BH Business Head 3% Discussion on Trends in Insurance

Industry

Abhijit Chakravarty CSD CSD Head 2% Customer Satisfaction Survey

Salil Khanna COO Top Level Management 1% Sr. Level Engagement

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Account Actions

Resources Required

• Projected results if account goals are met:

– Client confidence and Satisfaction

– Enhanced relationship as an strategic partner
– Incremental business

• To reach our goals, we need the following resources:

– Support from Cross functional teams like Project, Support

Service, Product, BSG
– Senior level engagement
– Customer centric approach from all team members

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Contact Map
 
CEO CFO CMO CIO VPIT Cust. Admi Busine
Suppor n ss
Munish Anup Prade Byju Ashish
t team
Sharda Chandak ep Joseph shah  Manoj
Client Contacts (current and   pande Namit
Nair
desired) y  a
Account Team Members
 Feroz shaikh  0 +1   0 +2 +3 + 1  +3    -
 Puneet Naik  -  -  -  +1  + 2  -  -  -
 Richa Chopra  -  -  -  +1  + 2  -  -  -
 Rohit mangeshkar  -  -  -  -  + 2  -  -  -
 swapnil gokani  -  -  -  -  - 2  -  -  -
   -  -  -  -    -  -  -
Other Relevant People and Groups Within Our Organisation
 Manoj Simon  0  +1  -  +3 + 3   -  +1  -
 Prasad R  -  -  -  -  -  -  -  -
 Salil Khanna  -  -  -  -  -  -  -  -
 Abhijit Chakraborty -   -  -  + 1 +3  -  -  -

Which client contacts are the ones you most need to initiate or cultivate?

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The Competitive
Landscape
Their Products/ Their Markets/ Their Strategies/ Strengths vs. Our Weaknesses vs.
Services Customers Resources Organisation Our Organisation

Our Existing Rivals:

 fastest delivery Service and project Price 

 TATA  Corporate with stability delivery
 Price war price  Service and
 RELIANCE  Corporate implementation 
 price war with faster Price and reach with Only RF connectivity
 SIFY  Corporate delivery more products  and reachability 

Possible New Entrants:

   Relation with OEM Limited products 

 Dimension Data  Enterprise like Cisco

     
 Voda  Enterprise price war price availability

Possible Substitutes:

   solution with price,  

 Reliance 3G Last
 Enterprise in house support
Mile
system

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Business Strategy Notes
What Challenges Are They Can We Contribute to This
Elements of the Client Organisation’s Business Strategy Facing with This Part of Their Part of Their Strategy? How?
Strategy?
Their Customers
The client organisation’s customer segments are:
 insurance- life and non life
Low Marketing DMX
They add value for each segment by:
USSD 
Different insurance for different needs
Rural reach
 
losses
Their Competitors
The client organisation’s major competitors are:  
 LIC, Bharti AXA, HDFC, ICICI Prudential

They compete against each by: Better service USSD and BYOD solutions

  Marketing and advertising DMX

  Easy access to the

information for customers 
Their Mission/Vision
The client organisation’s mission and/or vision is:  To provide financial security  Joint GTM
to all the people and
  enterprise
Their Strategic Levers
The client organisation’s one or two actual or desired  Faster claim settlement and Customer- DMX service
strategic levers—their “secret weapons” that help them win customers support Bulk SMS 
over time—are:
 

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Sources of Value
Worksheet
Brainstorm six to eight new ways to create value for your customer, using the
“Sources of Value” (left) to stimulate ideas:

   
1. Joint go to market strategy 5.BSG consulting for new technology and solutions
   
2. Airtel Money 6. Top executive sponsorship
 
3. USSD for reducing cost of contact centre 7. Cloud solution to manage spike in business demand.
 
4. Sharing trends of ICT industry through research
report
Then do the following: 
- Circle the two that you believe would be of greatest value to the client organisation, given their mission and
business strategies. 
- Check the two that would cost you and your company the least (in time, resources, and money). 
- Star the two that build most naturally on your organisation’s strengths.
 
Where are the intersections? Identify your one or two best sources of value (beyond products and services) to
propose to your client:
   
1. USSD for reducing cost of contact centre 2. BSG consulting for new technology and solutions
Which client contacts will be most interested in these sources of value?
1. CFO/ CEO 2. BH/CMO

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Opportunity Startup

Offering Potential Matrix

Airtel Offerings
Client Organization (sold within the account currently, or with the potential to be sold)
Business Strategy BULK TABLET CLOUD
USSD BYOD DMX Total
SMS SOLUTION SERVICES
Increase Geographical 0 0 0 1 2 1 3
Presence
2
Cost Reduction 2 1 0 1 1 7

Better customer
experience towards 2 2 1 2 0 1 8
services
Mallassurance 0 0 0 2 1 0 3

20% Sales Growth 1 2 1 2 1 2 8

Tie Up with Micro
Finance Institution to 0 0 2 2 1 0 5
Expand

Total 5 6 5 9 6 5
Scale
0 = Offering will not help the client with this strategy
1 = Offering has some potential to help the client with this strategy
2 = Offering has high potential to help the client with this strategy
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Opportunity Startup

Opportunity Assessment
Opportunity 1 Opportunity 2 Opportunity 3
Criteria
Will this opportunity…. TABLET DMX USSD

Relate your organization's products and strengths to the client's current and
future needs ? 2 1 2

Capitalize on past experience you have had with this account and
relationships you have already informed ? 1 1 1

Help to further the business strategies and initiatives of the client decision
makers and influencers ? 2 2 2

Fit with the client's current priorities and levels of funding for various
initiatives and functions? 2 2 1
Differentiate you from actual or potential competitors? 1 0 1
Result in a personal win for one or more decision makers ? 2 1 2
Fit with your organizations current objectives, policies, and guidelines for
doing the business? 2 2 2

Be cost-effective to propose, close, and implement ? 1 1 2

Provide mutual benefits for the account and your organization, and
contribute to the strength of your joint enterprise? 1 1 1

Total 14 11 14
Scale
0 = Offering will not help the client with this strategy
1 = Offering has some potential to help the client with this strategy
2 = Offering has high potential to help the client with this strategy
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Opportunity Startup

Connection to the Client’s Business

%Tag
e of
calls
can Calls
be Minutes
Unit reduc Can be Intangible
Current Cost charges Estimate Reduction in calls e saved Benefits Description
             
Easy Access to the
customer for their
15000*15* 2,700,00 Calls for claim Better Customer queries with faster
Agent Cost 12 0 status 20 250000 Experience response time
Encouraging usage of
USSD solution through
Calls for New policy Advertising & Brand
Space Cost 30000*12 360,000 details 2 25000 Brand Awareness enhancement
Better experience lead to
Consumable & Calls for queries on Customer customer retention and
Energy Cost 15000*12 180,000 policy renewal 2 25000 Retention loyalty
innovative media to
Call for existing communicate with
Equipment's cost 20000*12 240,000 policy details 10 125000 Innovation customers

Training Cost 10000 120,000          

125000*1.2 1,800,00 Minutes Can be

Telecom Cost *12 0 Saved   425000    
             
425000 Minutes @
4.3 Rs. Per 5,400,00 1,700,00 41 Rs. Per minute
Per call cost to FG Minute 0 Cost of calls   0 cost   
Per Session Rs.
Note: Assuming Annual call minutes are 12.5 Lacs 1.20 for 42500
Sessions
Opportunity Startup
Connection to the Client’s Business

• How this opportunity will help (client) meet their business

goals or imperatives:
– Future Generali is making losses, this solution will help
in reducing customer contact center operation cost and
increase in bottom line.

• Impact on (client’s) business if this opportunity is missed:

– Loss of possible saving.
– Alternate media of communication for Future Generali
customers
– Faster TaT for new client acquisition

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Opportunity Startup
Political Analysis: Decision Makers
Buying Attitude to Connections to Sources of
Contact Group Role Us Colleagues Info/Influence
Munish Sharda Management Virtual Neutral CEO Forum
Authority

Byju Joseph CIO Hands on Neutral Team Mate wife CIO Forum
Decision working in his core
Maker team
Anup Chandak CFO Virtual Neutral
Authority

Tarun Ganjir Admin Gatekeeper Champion

Ashish shah AVPIT Technical Champion Relative to airtel Top 100 CISO & CIO
Advisor & employee Group
Coach
Krishnakant Aras IT Manager Gatekeeper Blocker Ex airtel employee CSD Head
involvement

Virtual Authority

Champion, Supporter, Neutral, Blocker

Hands-on Decision Maker

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Technical Advisor Gatekeeper User
Opportunity Strategy
Ways to Build Political Support
Contact Person Name Attitude
Possible Strategies
& Position towards Airtel

Byju joseph Neutral CIO Forum, Invitation iin advisory committee.

By regular interaction, and sharing research

Anup Chandak Neutral reports on Insurance Industry

Munish Sharda Neutral F1 Tickets

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 Thank You

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