Becoming a Strategic Accounting Manager

Becoming a strategic account manager, to put it simply, requires a game plan or a strategy! You need to have clear cut goals and a definite plan of action. This really does go to make the entire process of securing the position a whole lot easier for you. So what exactly does strategic account manager work involve?

As a strategic account manager, you are to pinpoint the needs of clients and client companies so that you can formulate both long term and short term goals for your company. This must be done keeping your company’s best interests in mind and with a view of expanding. This, as you can see, is not child’s play. After all, strategic account manager jobs do come with a whole lot of responsibility.

In order to be a strategic account manager, you need to posses really good communication skills. If you are not able to efficiently communicate with people then chances are, that you won’t be doing a good job either. You need to have the combined skills of persuasion and courtesy. No one likes pushy characters and that’s a fact!

You have to be able to gather as much client information as possible and then analyze the industry specific data so as to be able advice clients in a wise manner.

Qualifications

What are the educational qualifications required to work as a strategic account manager? The first thing that you need, or rather, the most basic thing that you need is a bachelor’s degree – the field or discipline may be virtually any!

Topping this basic degree with a Masters in Business Administration or even Business management puts you in a good position for the job of a strategic accounting manager.

Experience too does count. Employers actively look for candidates who have about three to five years of work experience in the accounting field. Sales experience also counts. So do make sue you have some sort of experience, after all, the competition is really tough!

Job Description

Strategic accounting manager employment is a necessary position in virtually every company, because every company needs a game plan. So it is a job with quite a high demand. The most important function of a strategic accounting manager is the development of business strategies which will help to increase the customer base of the company.

Along with this, you need to create both short term and long term sales goals which will cater to the customers’ needs and increase the market share of your company at the same time.

A lot of times, this means liaising between the client and the company and that is quite a tricky task! But nonetheless, the job of a strategic account manager is an interesting and challenging one, so if you are planning to, then do go for it.

Strategic Brand Management

Your brands are one of the most valuable assets your company owns. Just like any other assets they have value – they are built on trust, customer loyalty, creating value for the customer, satisfying customer needs and preferences and the brand building process takes a lot of time and effort. Customers purchase brands because they give promise to the customers and they deliver value and experience. Brands are created to satisfy certain target market – groups of customers with similar needs and wants. The process of creating brands and managing them for long-term success is called branding.

This is a long-term and strategic process and the overall company approach to creating, developing and managing its brands is called Strategic Brand Management. This process must be a well defined function within the company and should be managed as an ongoing activity. So the Strategic Brand Management needs a creative and very well developed brand management strategy and tactics. Brand Managers need to adjust the branding process over time based on the market and general business developments.

The Strategic Brand Management process adds value to the company’s products and services by creating a unique identity in the marketplace. Brands have impact on the customers and the success of your products and services. Brand is more than a product name or packaging but it is a mix of the brand name, symbols, colors, experiences, interests, target market preferences, designs, tagline, slogan, idea, promotional messages, etc. which all together communicate the brand message in the marketplace and position the brand in a unique way.

This allows the company to differentiates itself from its competitors and communicates clear market position and identification. In order to build and maintain successful strategic brand management you need to manage your brands with a unique position and clear message to your customers.

Ten Important Ingredients For Your Strategic Marketing Plan

Strategic thinking is very important in developing an effective marketing plan for your business. You need to think about a compelling Unique Selling Proposition (USP); an effective positioning statement; and a strategic integrated marketing communications approach. Writing a Strategic Marketing Plan is about understanding the needs and desires of your customers and clients, and showing them how your product and/or service will satisfy the needs of your customers and clients and solve their problems.

It is very important that you look at areas of your business and ask a few key questions such as: What value does your product or service offer? What benefits does it provide? What makes it different than what’s already on the market? Will you make more money by increasing your price and selling less units, or the other way around? How does your product and/or compare with the competition at different price levels? Should you offer terms or discounts? Do you know how to monitor your customer and stakeholder needs on an ongoing basis. Do you have an effective means of contacting your clients and customers in a timely manner? Is your Crisis Management Plan current??

Based upon more that 35 years of experience, and using a strategic thinking approach, here are Ten (10) Important Ingredients For Strategic Marketing Plans.

1. Strive to be the best. If you’re not the best, plan to improve and get better. If you are unable to be better, develop a plan to be different from your competitors?
2. Focus your time and resources on existing clients and customers, because it’s easier to sell to them than to acquire new customers and clients.

3. Develop relationships because business is built on relationships.

4. Seek and use testimonials as your third party endorsements of your product and/or service?

5. Be positive, persistent and proactive in all your marketing endeavors.

6. Be an effective communicator, by listening to and hearing what the client and customer are saying and then speak in clear concise and simple language.

7. Use repetition in your marketing efforts.

8. Ensure consistency in all your communications.

9. Always incorporate a clear and compelling call to action in all your marketing efforts.

10. Incorporate Internet marketing of your product and/or service through your website. A well-designed website can help create sales on a 24/7 basis in a cost-effective manner

Becoming a Strategic Accounting Manager

Becoming a strategic account manager, to put it simply, requires a game plan or a strategy! You need to have clear cut goals and a definite plan of action. This really does go to make the entire process of securing the position a whole lot easier for you. So what exactly does strategic account manager work involve?

As a strategic account manager, you are to pinpoint the needs of clients and client companies so that you can formulate both long term and short term goals for your company. This must be done keeping your company’s best interests in mind and with a view of expanding. This, as you can see, is not child’s play. After all, strategic account manager jobs do come with a whole lot of responsibility.

In order to be a strategic account manager, you need to posses really good communication skills. If you are not able to efficiently communicate with people then chances are, that you won’t be doing a good job either. You need to have the combined skills of persuasion and courtesy. No one likes pushy characters and that’s a fact!

You have to be able to gather as much client information as possible and then analyze the industry specific data so as to be able advice clients in a wise manner.

Qualifications

What are the educational qualifications required to work as a strategic account manager? The first thing that you need, or rather, the most basic thing that you need is a bachelor’s degree – the field or discipline may be virtually any!

Topping this basic degree with a Masters in Business Administration or even Business management puts you in a good position for the job of a strategic accounting manager.

Experience too does count. Employers actively look for candidates who have about three to five years of work experience in the accounting field. Sales experience also counts. So do make sue you have some sort of experience, after all, the competition is really tough!

Job Description

Strategic accounting manager employment is a necessary position in virtually every company, because every company needs a game plan. So it is a job with quite a high demand. The most important function of a strategic accounting manager is the development of business strategies which will help to increase the customer base of the company.

Along with this, you need to create both short term and long term sales goals which will cater to the customers’ needs and increase the market share of your company at the same time.

A lot of times, this means liaising between the client and the company and that is quite a tricky task! But nonetheless, the job of a strategic account manager is an interesting and challenging one, so if you are planning to, then do go for it.

Strategic Market Analysis

Last week, I sat through a meeting with one of my clients where we discussed the infamous question of “who are we?” that faces every retailer. As retailers grow – both in store count and in product diversity – the ongoing challenge is to keep a laser focus on what the brand really stands for. Growth for the sake of growth can deteriorate the essence of the brand faster than any other catalyst.

Developing a Strategic Market Analysis is critical for companies that grow one of two ways: 1) organically or 2) through acquisition. For organic companies, the question is easier to implement with varying geographic nuances. Speed to market share is much slower with companies that build new stores (organic growth) then it is for companies that acquire locations. The challenge with growth through acquisition is that the company is buying someone else’s dream. Enveloping their dream into the go-forward direction of the acquiring company is the toughest part.

Companies in growth modes are faced with an ongoing dilemma of keeping their expanding portfolio on plan with regard to their strategic branding direction. In concert with maintaining a store database, creating a strategic market analysis helps act as a guide post for every new store entity that comes on board. While the vision of the founders may be more aspirational, how an organization plans to grow often predicates what their strategic market analysis ultimately identifies.

What Do You Want To Be? This is easier said than done. First and foremost, it has to be believable. Many brands aspire to be something they are not. If Waste Management were to claim they are the “Tiffany of waste hauling”, it would be a farfetched stretch. Secondly, it has to be practical. I once worked for an organization that did not like a certain word that was embedded in the logo of the brand. Simple enough, we will remove the word… until the estimated cost was north of $7 million since the logo was on the stores, uniforms, packaging, letterhead, etc. Great thought, impractical reality check.

Identify The Roadblocks: As mentioned above, some of the roadblocks are due to the type of growth the company expects or the capital expense to turn a vision into reality. With an acquisition growth model, the strategic market analysis should determine on a store-by-store roll up of what could be and that will determine who the company canbe based on an acquisition model. When you buy others visions, there are limits on how far you can influence your brand unless you are simply buying dirt and plan to raze and re-build at an inflated capital expense.

Fantasy Vs. Realism: We all want to be best in class, but sometimes the reality is that we can’t. Either through the physical limitations or financial ones, the fact is that with a growth-oriented company, many outside factors influence “who we want to be.” If money is no object, then the issue is solved. For the other 99.9%, prudent investment is clearly the mandate in order to achieve the ROI on investments. It is time to check the ego or your pocket book will run amok.

“War Game” The Reality: Start with a list of existing stores – how similar are they? What enhancements would be required in order to get them all to the same level from a strategic market branding perspective? Is it even feasible or has growth over the years limited your ability to invest that much capital in your existing (and future) sites to align the vision? Going through this store-by-store will help identify the commonalities as well as creating a targeted strategic direction. Better to know this in advance than self-actualize halfway through your business plan.

Operationalizing Your Vision: Once a store-by-store list is completed, setting out a plan for capital investment is next on the list. This project plan must not only work for existing stores, but should also apply to new stores as they come into the fold. Store count growth can be a wonderful thing but left unmanaged when it comes to on-boarding new locations and the overall essence of your brand will quickly deteriorate. Capital investments should be made to ensure that the strategic alignment of the stores is consistent and fiscally practical.