Why Being Agile AM

• Agile key account management means being as close to the customer as possible, staying aware of
their changing needs and expectations. As you probably know, account plans are temporary, and
while long-term goals and desired outcomes might remain the same, how you get there is
different.
• Agile account management will ensure that you are as efficient as possible in your work, pushing
out small updates to customers in a sense, rather than only updating them in QBRs. This is also a
core tenant of continuous relationship management, and it’s what separates you from just another
vendor in your customer’s eyes.
• A lot needs to happen behind the scenes before you can implement an agile program in your key
account management department, however. It all starts with adopting an agile mindset that
continuously learns and improves.
 Being Agile AM Process

Build Around
Constant Receive Have an Account Process Drives Meets Internal
Start small Stay Flexible Successful Consistency
Communication Feedback Plan Outcomes Requirements
Outcomes

First, you should get You should also The goal is to you need an you should stay Your process will Achieving your While agile If your KAM team
the buy-in from emphasize face- create a program Account plan that flexible and be different than customers’ account doesn’t like the
the entire KAM team. to-face that not only everyone on the adjust it as another desired management process, they will
Because agile communication benefits your key KAM team can get your customer’s company’s, but an outcomes is the aims to achieve look for ways to
management accounts but is behind and aligns short-term
as well. The goal dreams/expect excellent agile priority of an avoid using it. This
principles are easy to use and itself with your objectives
is to shorten the makes your customers’ goals.
and your account agile account is why it is crucial
adapting to a sudden time it takes to personal management management through different
account managers’ You should also that during the
change doesn’t go answer a requirements process typically program. iterations, you
working lives ensure that it planning phases
over well in most question and change. has a few of the Without this shouldn’t lose
easier. If it’s not correlates with you listen to
cases. Ease them into sight of the
vice versa. The accomplishing your existing following focus, your internal feedback
the program with an ultimate end
sooner you have either of those technology and attributes process will be and make
emphasis on the goals, you must business goal. To get
an answer, the less effective and adjustments as
benefits it will provide find ways to adjust requirements there, you need
sooner you can might be a waste to follow the necessary, so the
their accounts such as the program to
implement of time and process and avoid program is usable
increased visibility, keep everyone
changes to your resources veering off and intuitive to
less risk, and happy; otherwise,
action plan account managers course internal needs.
improved
communication. might revert back consistently
to old practices
Agile vs Waterfall
 PROGRAM JOURNEY
Development Program Project Duration (8 weeks)

Training on strategic Scrum

Networking Evaluation
Account Management Master

Objectives: Objectives: Objectives: Objectives:

To improve Account Manager to create an agile AM Engage in Telkom Group Account Present the Project insights
skill, knowledge and belief team and certified Scrum Management Team and manage and results as valuable
system on Strategic Account Master cross team opportunities knowledge for Senior
Management Leader

Sprint-1 Sprint-2 Sprint-3 Sprint-4

Objectives: Objectives: Objectives: Objectives:

To validate account plan with agile methods To develop a proposal, To negotiate and deal To deliver the solution
in relation to validated with customers on a based on contract /
account plan, with agile strategic business deal with a corporate
methods proposal (involved VP customer, with agile
CAM), with agile methods
methods

Masterclass

Duration : 1 Day Duration : 3 Days

Duration : 3 Days Duration : 2 Days Duration : 1 Days Duration : 1 Day Duration : 1 Day
Method : Coaching Method : Presentation
Method : In-Class Experiential Method : In-Class Method : Workshop Method : Coaching Method : Coaching
& Mentoring Participant: 2 Batches (50
Learning Certification Participant: AM TSEL, GM AM TG, & Mentoring & Mentoring
Participant: 2 Participants)
Participant: 2 Batches (50 Participant: 2 Batches AM TG, Solution Team TG, Key Participant: 2 Participant: 2
Batches (50 Location : Telkomsel Smart
Participants) (50 Participants) Customers, Unit Related, etc Batches (50 Batches (50
Participants) Office
Location : Working Space Location : Telkomsel Location : Hotel Ballroom Participants) Participants)
Smart Office Location : Telkomsel Location : Telkomsel Location : Telkomsel
Smart Office Smart Office Smart Office
 Relationship
Account plan

Profile Mapping
Delivery Customer’s
business knowledge

Opportunities

1
 Industry:
Key Issues and Challenges

2
 “No matter what happened to you in your past, you are not your past, you are the
resources and the capabilities you glean from it. And that is the basis for all change.”
– Jordan Belfort (the wolf of wall street)
Key attributes, may include :
• Physical
• Achievement
• Attitude

3
Business Model
 Why Business Model
Important?
• Competition requires Business Model
improvements
• Digital disruption affecting your
current model
• Technology allowing new Business
Models
A business model is a framework for making money; It is
the set of activities which a firm performs, how it
performs them and when it performs them so as to offer
its customers benefits they want and to earn a profit.
(Allan Afuah:”Business Models”)
 Business Model Framework
• Four Areas explorations

HOW WHAT WHO

• Your partner leverages the
business model
• Describing who company offers
value to.
• Your Value Proposition.
• Describing by who company
• Capabilities are required. reaches its customers.
• What activities are • Describing the relationships
required. company builds.

HOW MUCH
• How company makes money.
• How the costs of business model

Source: Michael lachapelle, designing for innovation/business model, 2009

 Business Model Canvas
8 Key Activities
7 2 Customer
4 1
Key Partner (KP) (KA) Value Propositions Relationships(CR) Customer segments
the most important (VP) (CS)
the types of
things a company must
relationships a company
do to make its business
establishes with specific
model work
Customer Segments
the network of the different groups
the bundle of
suppliers and of people or
products and services
partners that make organizations an
the business model Key Resources 6 that create Channels (CH) 3 enterprise aims to
value for a specific
work (KR) Customer Segment how a company reach and serve
the most important communicates with and
assets required to make reaches its
a business model work Customer Segments to
deliver a Value
Proposition

Cost structure (C$)

9 Revenue streams (R$)
5

The Cost Structure describes all costs incurred to operate a the cash a company generates from each Customer Segment
business model (costs must be subtracted from revenues to create earnings)

Source: Alexander Osterwalder & Yves Pigneur:”Business Model Generation”, Wiley, 2010
 Mapping
Telkomsel Business Model Canvas

4
 Develop
Key Account’s Business Model Canvas

5
Value Chain Analysis
Why:
• Merupakan tools strategi yang sangat fleksibel dalam melihat bisnis client, bisnis
pesaing maupun di industri.
• Dapat digunakan untuk mendiagnosa dan menciptakan keunggulan bersaing baik
pada biaya dan diferensiasi.
• Tools untuk memahami masalah-masalah bagaimana konsistensi sebuah
perusahaan dalam mendeliver value sesuai dengan ekspektasi pelanggan.
Value Chain adalah model yang digunakan untuk membantu
menganalisis aktivitas-aktivitas spesifik yang dapat menciptakan
nilai dan keunggulan kompetitif bagi Corporate Customer.
 The Components of Value Chain

Secondary
Activities

Supported activities yaitu

aktivitas-aktivitas yang
mendukung aktivitas
utama untuk
menciptakan nilai dan
keuntungan kompetitif
bagi organisasi

Primary Activities
Primary activities yaitu proses aktivitas-aktivitas utama / primer
yang dilakukan untuk menciptakan nilai dan keuntungan
kompetitif bagi organisasi
 The Components of Value Chain
Primary Activities
 Inbound Logistics
Here goods are received from a company's suppliers. They are stored until they are needed
on the production/assembly line. Goods are moved around the organization.

 Operations
This is where goods are manufactured or assembled. Individual operations could include
room service in an hotel, packing of books/videos/games by an online retailer, or the final
tune for a new car's engine.

 Outbound Logistics
The goods are now finished, and they need to be sent along the supply chain to wholesalers,
retailers or the final consumer.

 Marketing and Sales

In true customer orientated fashion, at this stage the organization prepares the offering to
meet the needs of targeted customers. This area focuses strongly upon marketing
communications and the promotions mix.
 Service
This includes all areas of service such as installation, after -sales service, complaints handling,
training and so on.
 The Components of Value Chain
Support Activities

 Procurement
This function is responsible for all purchasing of goods, services and materials. The aim is to
secure the lowest possible price for purchases of the highest possible quality.

 Technology Development
Technology is an important source of competitive advantage. Companies need to innovate to
reduce costs and to protect and sustain competitive advantage. This could include
production technology, Internet marketing activities, lean manufacturing, Customer
Relationship Management (CRM), and many other technological developments.

 Human Resource Management (HRM)

Employees are an expensive and vital resource. An organization would manage recruitment
and selection, training and development, and rewards and remuneration.

 Firm Infrastructure
This activity includes and is driven by corporate or strategic planning. It includes the
Management Information System (MIS), and other mechanisms for planning and control
such as the accounting department.
Identifying The New Competitive Advantage of Telkomsel
(Class Discussion)

6
 Identifying
The New Competitive Advantage Your Key Account
(Group Discussion)

7
Account Plan
 1 ACCOUNT PROFILE
a.Profile
• ACCOUNT Name:
• Location:
• Product specialties:
• Vision, mission, and goals:
• Specific short terms objectives:
• Financial position:
b. Organization charts
2 ANALYSE RELATIONSHIP LEVERS:
a. History (initial contacts & your
presents at all contacts)
b. Key Customer Contacts & Their
concern:
• Decision making Roles:
Decision maker, approver, influencer,
evaluator
• Attitude towards Us:
Key supporter (++), Ally (+), neutral
(0), Non Supporter (-).
• Leadership:
Strong (++), moderate: 0, weak (-)
• Extent of Contact:
Strong (+), average (0), infrequent (-)
3 IDENTIFY STRATEGIC
REQUIREMENTS:
a. Contracts Histories & Total Sales.
b. Most important Requirements
(cost, quality, profit, competitive
advantage)
c. Key issues: cost, quality, profit,
competitive advantage
d. Current and future needs of each
departments (anticipate future
needs and delight factors)

Bank Mandiri
Jl. Jend. Gatot Subroto Kav. 6 Analyze Competitor’s : 8 Develop Strategy & Action
36-38 4 Analyses new opportunities Plan
Jakarta Selatan, DKI Jakarta,
Indonesia 12190 a.Leverageable Strengths a.Historical relationship
Phone: (021) 5263553 b. Exposures:
Fax: (021) 5263654, (021) c. Account Expectations: solutions
b.Business relationship. a.Differentiation strategy:
5263656 c. Capabilities/uniqueness b.Tactics, action plan and
program.
c. Relationship levers
5 Map Decision Process 7 Establish Objectives:
Kelas LOP
a.Decision making process
Competi- (formal, informal, map a.Business objectives:
tiveness decision making process) b.Relationship objectives:
Level of b.Decision process c. Special program
Revenue
Developing Your Account Plan
(Individual Assignment)

8
 Scrum
• Objectives: to create an agile AM team and certified Scrum Master.
• SCRUM adalah salah satu metode rekayasa perangkat lunak dengan
menggunakan prinsip-prinsip pendekatan AGILE, yang bertumpu pada
kekuatan kolaborasi tim, incremental product dan proses iterasi untuk
mewujudkan hasil akhir.
• scrum menjadikan pekerjaan lebih rapi namun teknik ini tidak cocok
diterapkan pada perusahaan jasa yang butuh deadline cepat. Scrum
membuat pekerjaan menjadi lebih lama dalam estimasi waktu.
Namun segala sesuatunya pasti dapat di selesaikan apabila sudah
memiliki persiapan yang matang dari awalnya.
scrum role:
•Scrum master (SM).
Tugas dari SM ini ialah memastikan bahwa setiap harinya dalam setiap kegiatan, semua anggota tim yang termasuk dalam
tim scrum melaksanakan framework scrum. Scrum masterjuga dapat dikatakan sebagai fasilitator tim, yaitu membantu setiap
anggota tim untuk lebih mengerti teoritikal dari scrum dan implementasinya. Selain itu, scrum master juga bertanggung
jawab untuk memimpin tim agar tim dapat lebih mature dalam menjalankan scrum framework.
•Product Owner (PO).
PO itu adalah orang yang mengerti secara bisnis apa yang dikerjakan oleh tim dan bagaimana pengaruh setiap
pekerjaan yang dilakukan tim terhadap keberlangsungan bisnis perusahaan, dapat dikatakan PO itu master-nya
bisnis dalam tim. Tugas dari PO ini membuat Product Backlog, seperti daftar pengembangan bisnis yang akan
berdampak terhadap pekerjaan tim yang akan dikerjakan oleh tim. Product Owner juga menyampaikan setiap
progress pekerjaan tim terhadap client (pengguna) dari produk yang dikerjakan/dikembangkan oleh tim.
•Development team.
DT terdiri dari beberapa latar belakang pekerjaan, yaitu Back End Developer, Front End Developer (Android dan
iOS), System Analyst, Software Tester, UI/UX Designer. sebagai Back End Developer. Pertama kami bertugas
untuk memberikan penilaian tingkat kesulitan setiap backlog yang dibuat oleh PO. Kemudian kami
melist backlog mana saja yang akan kami kerjakan selama satu sprint. Biasanya satu sprint dilaksanakan dalam
dua minggu sesuai dengan kemampuan tim. Tahapan ini dinamakan sprint planning dan menjadikannya
sebagai sprint backlog. Setelah itu, kami mengerjakan setiap task yang telah kami commit untuk
mengerjakannya.
SCRUM Implementation

• Setiap hari dalam dua minggu sprint berjalan, tim akan melakukan daily standup (di pagi hari)
yang dimana setiap anggota development mengkomunikasikan pekerjaan yang dilakukan pada
hari sebelumnya dan apa yang akan dikerjakan pada hari ini, serta apa saja masalah/kendala
yang dihadapi setiap anggota selama mengerjakan pekerjaannya. Hal ini bertujuan agar setiap
anggota tim mengetahui progress pekerjaan antar anggota dan dapat membantu menyelesaikan
setiap permasalahan yang dihadapi anggota tim secara bersama-sama, jikalau ada.
• Setelah dua minggu berjalan, tim akan melaksanakan sprint review untuk meninjau kembali hasil
pekerjaan dari tim (apakah sudah sesuai dengan defenition of done yang telah ditetapkan tim
secara bersama). Setelah review, tim akan melakukan retrospective untuk melihat kembali
proses pekerjaan yang dilakukan tim, apa yang harus dipertahankan oleh tim, apa yang harus
ditingkatkan lagi oleh tim, dan apa yang menjadi kendala tim selama satu sprint tersebut.
SCRUM Implementation

• Setiap hari dalam dua minggu sprint berjalan, tim akan melakukan daily standup (di pagi hari)
yang dimana setiap anggota development mengkomunikasikan pekerjaan yang dilakukan pada
hari sebelumnya dan apa yang akan dikerjakan pada hari ini, serta apa saja masalah/kendala
yang dihadapi setiap anggota selama mengerjakan pekerjaannya. Hal ini bertujuan agar setiap
anggota tim mengetahui progress pekerjaan antar anggota dan dapat membantu menyelesaikan
setiap permasalahan yang dihadapi anggota tim secara bersama-sama, jikalau ada.
• Setelah dua minggu berjalan, tim akan melaksanakan sprint review untuk meninjau kembali hasil
pekerjaan dari tim (apakah sudah sesuai dengan defenition of done yang telah ditetapkan tim
secara bersama). Setelah review, tim akan melakukan retrospective untuk melihat kembali
proses pekerjaan yang dilakukan tim, apa yang harus dipertahankan oleh tim, apa yang harus
ditingkatkan lagi oleh tim, dan apa yang menjadi kendala tim selama satu sprint tersebut.
Visual of scrum values
 Scrum framework

•Courage : yaitu setiap anggota tim harus berani, saling semangat dan menyemangati untuk
mengerjakan setiap pekerjaan. Hal ini penting agar setiap anggota dapat mengerjakan tasknya dengan
keadaan gembira dan tidak tertekan secara emotional.
•Focus : berarti setiap anggota tim harus bisa fokus dalam mengerjakan setiap tugasnya untuk
menghasilkan produk yang sesuai dengan kesepakatan tim.
•Commitment : setiap anggota tim harus berkomitmen menjalankan tugasnya untuk mecapai tujuan
yang ditetapkan oleh tim secara bersama-sama.
•Respect : berarti setiap anggota tim harus saling menghormati, dan menghargai pekerjaan setiap
anggota tim serta memberikan kepercayaan kepada setiap pribadi anggota tim.
•Openness : setiap anggota harus terbuka terhadap segala sesuatu yang dikerjakannya kepada
anggota tim maupun orang yang berada diluar tim. Terbuka akan apa yang dikerjakan, permasalahan
apa yang dihadapi dan terbuka untuk memohon bantuan dan memberikan bantuan terhadap orang lain.
Scrum Method
• Sprint 1: To validate account plan with agile methods
• Networking : sharing about internal and external engagement.
• Sprint2: To develop a proposal, in relation to validated account plan, with agile
methods
• MasterClass1: identifying industry and Key account issues & challenges
• Sprint3: To negotiate and deal with customers on a strategic business proposal
(involved VP CAM), with agile methods
• Masterclass2: Sharing about identifying an opportunity by developing customer
approach 3600 (customer intimacy)
• Sprint4: To deliver the solution based on contract / deal with a corporate
customer, with agile methods.
• Masterclass3: building network in industry and ecosystem level.
• Evaluation.
 Developing journey by using Agile Method
Planning 2019

POTENTIAL ACCOUNT OPPORTUNITIES SOLUTION REVENUE

Flash
Uplift Existing Usage APN
Bundling Device 3B
Corporate Executive & CUG
Halo Kick
NSP Corporate

Uplift Existing Usage

Flash 300 Mio
Corporate Executive
Halo Kick

Secure Messaging
Digital Mahkamah Agung RI Bundling Device 1.3 B
Human Cloud
APN
Team Plan
Digital Mahkamah Konstitusi RI Web2SMS 1.2 B
Unified Collaboration

Mobile VPN Pejaten APN Corporate 66 Mio

Direct Connection Direct Connection 12 Mio

 Developing journey by using Agile Method

Potential
2.4 B
Key Account
TARGET
REVENUE
Proposal 14.47 B

85.221 B
67.87 B
Negotiation

Deal 0.481 B
Terima Kasih