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STRATEGY BUSINESS PLAN TEMPLATE

CUSTOMER:XXXXXXXXXXXXXXXXX

"According to Harvard Business Review, customer satisfaction increases 20% within a


few years of starting a key account management program. Profits and revenue,
meanwhile, can increase by 15%."

Customer analysis + Business analysis = Account strategy

Prepared by: Luciano C.A. Ferreira


Date:19/09/2018
ACCOUNT MANAGEMENT PLAN

TABLE OF CONTENTS

1) Executive Summary
2) Company Description

Products and services


Long Term Aim of Business
Objectives
S.W.O.T. Analysis

3) Market Analysis

Target market
Profile of competitors
Your Competitive advantage

4) Marketing and Sales Strategy

Marketing strategy
Sales Strategy
Pricing Strategy

5) Management Team and Staffing


Management Team
Staffing
Training Plans
6) Operations
7) Financial Projections and Assumptions
8) Funding Requirements
9) Risk Analysis

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1. EXECUTIVE SUMMARY
This section after it have written the rest of the business plan. Here it should highlight all the key
messages from the rest of the document and sum up the following areas

 Purpose of the plan


 Product or service and its advantages
 Market opportunity
 Management team
 Track record, if any
 Financial projections
 Funding requirements

2. COMPANY DESCRIPTION
NOV operates through three reporting segments: Rig Technologies, Wellbore Technologies, and
Completion & Production Solutions

 Financial backers
 Company structure and areas of responsibility
 Shareholders names, no. of shares, % shareholding and cash investment to date (if
applicable)

Products and services

 Background to its development


 Benefits and Features
 Unique selling points
 Advantages to customers
 Disadvantages or weak points
 Future developments
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Long Term Aim of the Business


Long-term aim for the business.

Objectives
Break your long term aim down into specific milestones to be achieved by the company over the
period of the business plan.

S.W.O.T. analysis Template


List each of your businesses strengths, weaknesses, opportunities or threats in the table below
remember that some strengths may also be weaknesses and some opportunities may also be threats.

Strengths ( Internal ) Weaknesses ( Internal )

eg. Cutting edge technology eg. One dominant customer

Opportunities ( External ) Threats ( External )

eg. New overseas market eg. Larger competitor reducing prices

1. Which strengths points can be used to maximized the identified opportunities?


o Combined Strengths + Opportunities ( internal + external )

2. Which strengths points can be used to minimized the identified Threats ?


o Combined Strengths + Threats ( internal + external )

3. Which actions can we do to minimized the weakness through the opportunities arose?
o Combined Opportunities + Weakness ( external + internal )

4. Which actions can we do to minimized/eliminate weakness and minimize the Threats ?


o Combined Weakness + Threats ( internal + external )

3. MARKET ANALYSIS
This section covers market research and competitor analysis. it must show the understanding about
the marketplace and that there is a viable market for the product or service. This will also justify the
sales projections made in your financial projections.

Target Market

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Describe the market to which you are planning to sell your product or service. You might want to break
your market down into different segments describing their relative size and characteristics.

You should estimate the value of your market segments so you can estimate your potential for sales. It
is also important to understand what is happening in these segments if, for example, they are growing
or declining. You can then adjust your plan to reflect your response to these trends.

Profile of Competitors
You need to know who your competitors are in your market place. You should illustrate who they are
and where they are, what they sell and what their unique selling point is.

• Schlumberger is seen as one of National Oilwell Varco's top competitors. Schlumberger was
founded in 1927, and is headquartered in Houston, Texas. Schlumberger operates in the Oil &
Gas Refining & Marketing industry. Schlumberger generates $29.1B more revenue vs.
National Oilwell Varco;

• Halliburton is a top competitor of National Oilwell Varco. Halliburton was founded in 1919,
and its headquarters is in Houston, Texas. Halliburton competes in the Oil & Gas Exploration
& Production industry. Halliburton has 23.111 more employees than National Oilwell Varco;

• Weatherford is National Oilwell Varco's #3 rival. Weatherford was founded in Houston, Texas}
in 1948. Weatherford is in the Oil & Gas Equipment & Services field. Compared to National
Oilwell Varco, Weatherford generates $2B less revenue.

4. MARKETING AND SALES PLAN


Now you’ve explained your market you need to describe your strategies for reaching your target
market. Newsletters that I have researched out about NOV trends

1. Oilfield equipment manufacturer National Oilwell Varco (NOV) has signed a 10-year contract
with Transocean for services and media on 15 probes. "The goal for both parties is to reduce
total cost and maximize unit uptime," explained NOV chief executive Clay Williams. The
agreement covers some of NOV's key technologies, such as a condition monitoring system
that, according to Williams, reduces unnecessary maintenance and improves equipment
safety. NOV reduced its losses in the second quarter and posted a loss of $ 75 million in the
period compared to a loss of $ 217 million a year earlier.

2. The fierce dispute is expected, as Petrobras is preparing to supply floating production, storage
and offloading units of medium size that does not have a revitalization project center for the
Marlim field in the Campos basin.Possible newcomers to the Brazilian ring include the MISC
group from Malaysia and a partnership between Malaysia Yinson Holidings and the National
Oilwell Varco, based in Houston.

3. National Oilwell Varco (NOV), for example, is offering upgrade kits for some of its platforms
that are already in the field. The upgrade kit extends the life cycle and utilization of the
existing iron roughneck and increases torque magnitude to meet the emerging probe
application demands associated with longer side wells, according to NOV. And it's that kind of
efficiency improvement that can separate the winners from the losers.

4. REDMOND, Wash. — July 18, 2018 — On Wednesday, National Oilwell Varco, a leading
provider of technology, equipment and services to the global oil and gas industry, and
Microsoft Corp. announced an agreement to collaborate on digitally enhancing NOV’s sales

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platform and field service operations to deliver premier experiences, including project
management and drilling operations, to the oil and gas industry.
As oil and gas producers continue to push to optimize productivity and minimize downtime,
NOV is leveraging Microsoft Dynamics 365 to streamline business processes, access real-
time data and insights, and revolutionize field service operations with a digital, mobile-first
approach. With Microsoft cloud-powered solutions, NOV is enriching legacy systems and
processes to drive consistency and visibility across platforms. The goal is to increase revenue
generation while reducing revenue leakage and improve service margins through greater
efficiencies, higher levels of customer satisfaction, and better retention rates. Using Microsoft
Dynamics 365 is enabling employees across NOV’s departments to be more adaptable,
reliable and efficient.

Marketing Plan
You marketing plan must describe in detail how you will position your product or service in the market
and differentiate it from its competitors. You should set out:
 Your marketing objectives which usually reflect your overall business objectives
 Your brand positioning in the market place. You should be able to describe your positioning in
terms of one or more of:
 Unique product features
 Added value to the customer
 Price positioning
 As a driver of efficiency
 Greater compatibility with existing systems
 Include any independent validation or case studies
 How you will set the price charged for your product or service. This must match up with the
figures in your financial projections. You will want to consider:
 Competitors’ prices
 Level of competition in the market
 Perception of quality-price relationship by customers
 Production costs and overheads
 How you will promote your product to your key market segments. You might want to use one
or more of the following:
 Advertising – where, when, how, to whom
 Public relations
 Direct marketing
 Website and internet marketing
 Exhibitions and conferences
 Word of mouth
 The resources you have to undertake your marketing
 If appropriate you will also make reference to:
 Potential customers have you already targeted
 Any product or site testing you have already undertaken

Sales Plan

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Your Sales Plan will describe how you will sell your product or service to the target market. You might
use one or more of the follow routes to market but for each you need to explain the advantages and
practicalities of developing them and how they will deliver sales:
 Directly
 Retail
 Distributor
 Agent
 Sales rep
 Website

5. MANAGEMENT AND STAFFING


In this section you will outline the intended structure of the company in terms of your management
team and the employees you will need to produce or supply the product or service.

Management Team
Describe the team of people who will be responsible for managing the business, their experience and
expertise. You will need to consider how the key areas of your business will be structured. You might
also need to explain how the management team will increase or change as the business grows.

Staffing
Explain how and in what areas your employee numbers will grow as your business expands. You
should relate this to the skills and positions you will need rather than to individual people. It might be
useful to include an organisation chart in this section.

Training Plans
Outline the planned employee and management development to be undertaken in order to maintain a
skilled workforce. This should also tie in with the future market developments and any new product or
service developments.

Recruitment
Outline any planned recruitment activity including your policy and process for taking on new staff.

6. OPERATIONS
You need to think about how you will operate your business. What you will need in terms of
infrastructure to manufacture or deliver your product or service. You should consider:
 Premises
 Plant and equipment
 Production processes
 IT requirements
 Transport and delivery
 Suppliers
 Insurance
 Licences and regulatory/compliance obligations
 Environmental impact

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7. FINANCIAL PROJECTIONS & KEY ASSUMPTIONS


You need to set out your key financial projections and outline any assumptions you have used in the
reaching them. Your projections should include a cash flow and profit and loss statement so you will
need to think about items such as:
 Sources of income
 Number of employees projected for each year and their intended salaries
 Projected investment in equipment and materials ( ROI calculation )
 Expected rent and rates charges
 Creditor days expected and debtor days allowed
 Expenses and overheads

MEASUREMENT
 Measure success and progress
 Define and monitor value-adding KPIs
 Strive for a full costing measurement

KPI Examples In the 3 Main Focus Areas


Retaining Customers
According to Gartner Group, 80% of your company’s future revenue will come from just 20% of your
existing customers. It’s far more profitable to retain existing customers than to find new ones, so it’s
key that your team keep customer satisfaction top of mind.

Performance Indicators for Retaining Customers:

Retention Rate - Percentage of expiring contract renewals vs dropoffs (for subscription business
models)

• Customer Churn Rate - Percentage of customers who cancel their contracts or fail to renew
them
• Customer Satisfaction Score – How satisfied customers are with your product or service (you
can use client surveys to track this metric)
• Support Requests - Number of calls or emails from customers reporting issues or requesting
help
• Support Calls – Number of calls made in response to requests for support
• Support Emails - Number of emails sent in response to requests for support
• Time to Resolution - How long it took to resolve customer support tickets
• Product Engagement - How much customers are using products that can be monitored, such
as SaaS software

Strengthening Relationships
In order to recognize new business opportunities—and be seen as strategic advisors when making
recommendations—your account managers and sales staff must demonstrate their value to the client.

This requires staying on top of each key account and making sure the customer feels supported and
confident working with your organization.

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'Performance Indicators for Strengthening Relationships:

• Strategic Calls – Number of calls made to offer best practices, strategic advice, consulting,
etc.
• Strategic Emails – Number of emails sent to offer best practices, strategic advice, consulting,
etc.
• Referrals - Number of new customers gained via referrals
• Outreach Engagement - The number of times a customer responds to account management
outreach, such as calls and emails

Growing Revenue
In the end, the goal of your account management effort is to increase revenue. For that reason, it’s
important to measure growth with key indicators or performance measures.

Performance Indicators for Growing Revenue:

• Customer Upsell Revenue - Revenue obtained via upselling


• Customer Cross Sell Revenue – Revenue obtained via cross-selling
• Contract Extension Revenue - Revenue gained from contract extensions

8. FUNDING REQUIREMENTS
Include this section if you are looking for external funding. State here the total funding requirements of
the business, and how those are intended to be provided. You will also need to state the approximate
breakdown of how these funds are to be used within the business.

9. RISK ANALYSIS
It is good practice to show that you have reviewed the risks that could affect your business and its
likelihood of success. You should also indicate how you will review and mitigate these risks should
they actually occur. Risks can include such things as:
 The impact of competitor action on your business
 Commercial issues such as an increase or decrease in sales, raw material prices or
deliveries
 Operational issues relating to IT or production failure
 Staff including skills, availability and cost
 External issues such as changes in regulation, environmental or political changes
 Acts of God such as fire or flood

You may find it beneficial to use a business assessment tools such as a PEST analysis looking at the
political, economic, social and technological external factors which may affect your business.

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