Customer Engagement
Insights and Best Practice
Learn how Key Account Managers are making positive impacts, solving real problems for their customers, and building best practices inside their organizations.
Customer Engagement
Delegation Principles Every Key Account Manager Needs to Understand to the Fullest
How good are you at delegating? Do you just divide parts of a…
August 19, 2019/by Lesley PoladskyChange Management Success Factors – It’s Not A One And Done Process
Change is inevitable for any organization, and although some…
August 12, 2019/by Lesley PoladskyHow to Protect Your Business When Things Get Tough
A customer-centered strategy can help vendors thrive in a recession
After…
August 5, 2019/by Alex RaymondAfter…
When Implementing KAM Tools, Budgeting Time Is Equally As Important As Money
It doesn't matter what line of work you're in; time can be costly.…
July 29, 2019/by Lesley PoladskyUsing Customer Journey Maps to Create Effective Account Plans
How do you create your account plans? Do you start from scratch…
July 21, 2019/by Alex RaymondInvest in Key Account Management Software, Not your CRM
Without the right tools, you can't be nearly as effective, efficient,…
July 15, 2019/by Lesley PoladskyHere’s Why Using NPS (Net Promoter Score) is LAZY and is Putting Your Company at RISK
Are you using the Net Promoter Score (NPS) to gauge the health…
July 8, 2019/by Alex RaymondWhy Investing in Key Account Management is a Better Bet Than Investing in Sales Right Now
In business, as in everyday life, many of our decisions are based…
July 1, 2019/by Lesley PoladskyHow Much is Your CRM Really Costing You?
We hate to break it to you, but you’re spending too much on…
June 24, 2019/by Alex RaymondHow To Enhance Your Individual Workflow for Key Account Manager
No matter what it is in life, it’s good to be the best at it.…
June 17, 2019/by Alex RaymondHow to Use Purpose and Vision Messaging to Grow Your Key Account Management Program
It’s no secret that if your organization is new to key account…
June 10, 2019/by Lesley PoladskyBuilding a Value-Based Account Plan
Account plans not only serve as a map to lead your account to…
June 3, 2019/by Alex RaymondCategories
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How to Communicate with Your Customers to Maximum Effect
/in Key Account Management /by Alex RaymondDuring our KAMCon event last week, there was lots of talk about how best to communicate with customers. How do you follow up without the lame “check in”? How do you engage with a senior person? How can you be strategic and proactive in your communications with key accounts? As KAMs, you are looking to 1) build trust with your clients, and 2) communicate your value and the results you have delivered.
It seems like most of us assume that we are top-grade communicators when we really have areas for improvement. Even if you can’t remember the last time you had an awkward pause or combative call with a client, you shouldn’t just coast and assume you’ve reached the top level. Instead, polishing up your communication skills can help drive results and make every conversation you have with clients a bit more effective.
It doesn’t take much to become a world-class communicator in this space, but it does take practice and a genuine effort. Here are a few of my tips to communicate with your customers to maximum effect.
Provide Context Where Necessary
“Wait, what were we talking about again?” If you’ve heard your client ask this before, you know how awkward it can feel. As an effective communicator, you’re essentially your client’s guide, and show them the way through the competitive landscape. If you keep losing them and they wander off-trail, you have to spend a ton of time reeling them back in and getting them to focus up.
It’s not always your fault either. Your client isn’t an expert in this field or service area; that’s why they hired you in the first place. Even so, as the account manager, it’s essential that you provide context when it’s necessary so your client is on the same page. Providing context is like framing the story so they can follow along with your proposal, idea, recap, etc., clearly, knowing exactly what it means for their business. In fact, providing context does more than just keep the conversation moving forward, but just a small aside to remind them their KPIs can be the difference maker between a cross-sell and a confused client.
Take the time to be a good guide for your clients. Provide context where necessary but try not to ramble too long about details they already know. Keep it simple and essentially show them the signs and direction markers on the trail.
Don’t Overwhelm Them
Moving off of that last point, overwhelming people with word salad is not a characteristic of an effective account manager. Ideally, they’ll do a majority of the talking in your conversations with you serving as the listener. When you do take the floor, however, provide them with the information they should know and nothing else. Your clients have a million things on their plate, and they don’t want to waste time listening to somebody ramble on about things that aren’t really important to them at the moment. Even if you think that it’s something that they should know, is it worth the effort just to have them forget about it as soon as they hang up the phone?
Unless it’s a cross-sell, a renewal, or a scaling opportunity, save it for the bigger meetings and use your weekly check-ins and recaps for smaller day-to-day things. Set a clear agenda and try to stick to the script (not literally, more on that in a bit). Try and convey the most important themes and messages with as few words as possible, placing in context clues where necessary so you don’t lose them. They’ll appreciate your directness, and they’ll end the meeting with a clearer perspective of where their account currently is, what you’re doing to get them results, and where they want it to go in the future.
Clarify Their Goals
When you speak with your clients, their goals should hopefully be the topic of discussion most of the time. If they aren’t, you’ll want to fix that immediately, since that means your conversations are likely all about how awesome your organization is or you’re trying to oversell them, and good key account management strategies aren’t built on those communication styles. Beyond that, however, when you speak about their goals, you want to clarify with them so you can learn more about the finer details that matter most to them.
All too often, our clients like to shift the goal post right before we announce our latest win. It can be frustrating, but it’s just the name of the game, and as the account manager, you need to be ready for it. When you’re speaking to them, ask less about the metrics, and more about the meaning behind the metrics that matter most. They might make it seem like they care more about conversions when really it’s about growing their user base so they can report that back to their stakeholders. Following up on their goals and finding the trail that leads back to the ultimate goal will provide you with clarity, and you can work more efficiently.
When you discuss goals with your clients, try and get as much information out of them as possible. If you feel unclear about something or thing they might be unclear about something, ask, “And what do you mean by that?” to keep them talking. Clarity can be hard for some clients, but with the right prompts and probing questions, they can reveal a lot more than one might imagine.
Don’t Phone It In
If you’ve ever been accused of sounding robotic, you already know what we mean by this. Some of us can’t help it that we are so tied up in saying the right things and being professional that we sound stiff and programmed. There are tons of ways to break this habit and to speak more naturally, but we will let others break that down for you. The most important thing is to never read off of a script. Scripts are for cold callers, not key account managers.
Relationships aren’t built off of scripts, since every client is different, you’d need a different script for everyone, and that’s not worth the effort. Some clients might respond to one communication style better than another, and if you’re just following the same cut and paste script that you use for all of your clients, you’ll have a hard time communicating with them on a personal level.
Even through the phone and even if you’ve never met this person before in your life, with your voice alone, you should be able to develop a relationship with the client and build trust with them. If you sound scripted, it’s almost as if you’re just using the old material from the call before, and they’ll feel less like a strategic client, and more like just another customer to you. Don’t give off this impression! Work to discuss something new with every client and have fun while you’re on the phone. They want to work with you and keep working with you, so relax and get comfortable.
It’s Not All About You
All too often, even if they don’t mean to, we notice that account managers tend to turn client calls into the “me show.” For many, it’s a habit they picked up during their tours in the salesrooms, but once you’re an account manager, it’s time to put your own interests on the back burner and focus on what the client needs first. Remember, their success is your success, and if you’re just talking about yourself and your organization the whole time, they won’t have an opportunity to tell you how you can succeed for them.
Treat client calls like an investigative interview. When journalists are interviewing important people, they aren’t talking about how one of their stories appeared on the front page that one time or how their newspaper is the most recognized in the area. Instead, they’re merely serving up prompts to the interview subject and diving deeper when needed. Treat client calls like this, except you’re trying to get to the bottom of their wants and needs.
You should come away from every call with a client with a list of new things that you learned today. Even after working with someone for months, if not years, there’s still a lot that you can learn from them. So much so, it even surprises us from time to time. Just when you thought you had this client nailed down to a tee, you learn that they have a new product coming out, or that they are introducing a cutting-edge manufacturing process that will speed up production.
Don’t worry about what your company is doing unless it’s directly related to their goals. It’s not about you when you’re talking to clients, it’s about them. Don’t be the person that calls you up just to talk about themselves and be that good friend that is always willing to listen and genuinely cares about what’s going on with you.
Don’t Leave Anything Unsaid
Finally, before you hang up the phone or leave the conference room, make sure that you’ve said everything that you wanted to and have asked every question you had burning in your mind. You know the old saying they have about assuming, and with 80% of your revenue tied up in these key accounts, assumptions can be costly. Even little things like report dates or who will provide the creative assets for their campaign can lead to problems down the line. Sure, they’re not devastating to the account, but do you really want to have a problem when you could have avoided it with a simple question?
Of course, your client’s time is valuable, and you definitely don’t want to waste it. At the same time, think about the time you’ll waste when you get your assumption wrong. They’re already on the line or at the conference table with you, just take a second before the end of the meeting to ask that question. And, if the question is good enough or shows your ingenious curiosity, it shows them that you are, in fact, their trusted advisor and partner in their success.
Summary
Being an effective key account manager, leader, coach, or really any role requires fantastic communication skills. We talk to people every day, and in this field, the best work happens through simple conversations. Even the most skilled communicators could have something to learn or refresh on before their next big meeting. Hopefully, this guide has gotten your mental gears working and thinking about how you could improve your communication with clients to be more effective. After all, a great relationship with your key accounts all starts by creating and maintaining an open dialogue where both sides feel free to speak their minds and come up with new plans together.
About Kapta
When managing your key accounts, the last thing you need is another tool that will bog you down, complicate your workflow, and not deliver. Kapta is the exact opposite, and key account managers in a variety of industries use it daily to help them stay up to date with their clients and handles all of the technical work you usually need multiple platforms to accomplish. Rather than living in one spreadsheet after another, Kapta lets you focus more on the personal relationship you’re building with your clients. Built into Kapta you’ll find a variety of powerful tools, including Voice of Customer (VOC) Insights, account planning templates, account health scores at a glance, and so much more.
Investing in Key Account Management PROCESS Before TOOLS
/in Key Account Management /by Alex RaymondAt Kapta, we’re all about technology and we’re proud of the work that we’ve done in creating our account management solutions. The thing is, we know that it’s not the tools that make the key account manager, but it’s their skills and abilities that are the drivers of the real results. The same is true for the account management team as a whole.
If you’re working to either invest in key account management for the first time or want to revamp your existing team, you might fall into a common trap that we see often. People come to us and want to know what software tools they need to get the best results for their organization. Essentially, they want to go to the hardware store and buy every hammer and screwdriver there without fully appreciating what it takes to get the job done without them.
Technology and software can do many great things from saving you time to making your work more efficient during the day-to-day. Even so, nine times out of a ten when an account management leader approaches us looking for the solution to their problems, they want to know how the software will fix issues that go beyond technology.
Since we’re key account managers at heart, we’re not interested in pushing empty promises and tons of licenses for Kapta when we know the problems are bigger than that. Instead, we realize that most of their needs would be better served by getting the process right first, and then worrying about the technology and flashy tools they can use to build upon the process. So, why is this process important and how do you go about improving and investing in your key account management team? Let’s take a closer look.
Why the Process Matters
When you consider the difference between account management and sales or customer service, it all comes down to the process. Key account management is an ongoing process that ideally never ends. You’re building relationships with your customers and working with them for years as you watch their company grow and see them reach their goals and go after new ones.
With sales, on the other hand, the process is all about finding a lead, chasing it down, giving a pitch, and crossing their fingers that they make a purchase. The process really ends there and is repeated over and over again. Key account management isn’t as cut and dry, and when you’re dealing with the top 20% of clients working with your organization, then the results matter. For this reason alone, you can see why investing in technology without an established process won’t do much to create results. You’re essentially getting a new paint job on your car when the engine is what really needs work.
At the end of the day, it might be better to have a crazy good, efficient and thorough process that drives results for your clients and outdated technology than it is to have a bad process and all of the tech in the world. Building your process out first gives your key account management team a solid foundation to build upon and you can then use it as a template toward success for your other clients and any new ones down the road.
When it comes to building this key account management process out, we have a basic framework that we’ve used for success that most account management teams will find useful. Like most of the best things in life, it’s relatively simple, and hopefully, it will inspire you to adjust your strategy and get it built before you start adding more stuff on top of it.
Essentially, it all comes down to Know, Act, and Measure.
Know
Key account management is all about putting the customer and their needs first and above all else. The most effective account managers know their customer’s organization and their industry inside and out and well enough that you might even think they work for them. They have gotten to know their clients over the months and years that they’d had a business relationship and their clients trust them to steer them in the right direction. To put it simply, great key account managers working with a great process know their customers. Do you?
If you feel like you need to refresh yourself on even the surface details of an account before every phone call, it’s time to hit the books and learn more about them. You should be able to confidently speak to clients about their wants, needs, problems, and challenges without coming off like you’re reading from notecards. Their goals are your goals, and their problems are your problems too.
As you start to create your new and improved key account management process, figure out who your customer really is. List the information that you know currently and identify blind spots and areas of confusion. Create a list of questions that you can ask the next time you’re on the phone with a client and update their account plan based on the answers. You might be surprised just how little information you knew about these big players that you’re working with.
Software like Kapta is great for managing all of the data and information you have on your clients, but only you can learn more about them. Until we add a feature in Kapta that calls and holds a conversation with your clients, it’s up to you to gather this information. Pick up the phone and start having regular meetings with the most important customers and make sure that you’re taking down all of the information that you’ll need to know to get them to their goals.
Act
Another thing that software or technology can’t help you do is take action. That’s all on you, and every great key account manager is proactive and works tirelessly to help their clients reach their goals. For this reason, Action is a crucial component of your account management process. Action is where the rubber meets the road and where account managers make a real difference in the life of their account. This is where results happen and if your process is missing this component but has fancy new software, you’re basically spinning your wheels.
So, based off of the knowledge phase, how are you going to help your customers achieve those goals? What are you going to do that no other key account manager could or would do to help them? It’s the answer to that last question that will separate you from all of the other people they work with. It might seem complex and a little abstract to figure out a game plan for such big goals, but it’s possible if you break it down and set responsibilities and expectations for the entire team.
Start with your account plans and outline what your client’s biggest priorities are and when you can reasonably expect to achieve them. Don’t be unrealistic and say you’ll get a three-month initiative done in two days but also set the bar high and aim to exceed their expectations. Then add smaller milestones that will ultimately get to that goal.
For most things, it’s all about understanding what is feasible and what if the most efficient way that you can work. For many of you, efficiency might come from investing in key account management tools and software and that’s okay. It’s just important that you understand why you need the tools instead of blindly subscribing because it’s what all of the big players use.
People power is more effective than technology in this sense, and if you can delegate well and choose tasks for account managers based on their natural talents and skills, you can drive results faster. Work on getting the right action for the right person first and then worry about how software can help you make better decisions for your clients.
Measure
The final component of a solid key account management process is measuring results and taking steps to improve them. If you were to just blindly throw solutions for your clients at the wall with no way to determine if they’re working or not, you’d be running in circles and would be a frustrating service provider. Instead, you need to consider what KPIs you’re measuring, how you’re measuring them, and what you do to implement the data into your account management processes.
While every team will have different metrics to track, we often advise that you have some form of a process to measure outputs and inputs. Your inputs will drive your outputs in a sense and they should do so at an efficient rate. For example, every call that you have with a client could be considered an input, and the output would be them ordering more products from you or scaling their campaign. You want to find the balance between your inputs and outputs where you’re minimizing your inputs while maximizing your outputs. This is what a smooth-running key account management system does. It hardly feels like work and you’re driving results with minimal effort.
You also want to ensure that you have accountability measures in place. This way, should something go wrong, you know who is to blame and who is responsible. It’s all about pinpointing a problem and taking action to correct it without wasting everyone’s time. It also serves as a contingency so the team knows what to do when any specific situation arises and they know who to get in touch with to resolve the problem.
All of these measurement factors are crucial to your account management team’s success. Your process should be measurable with KPIs that you can track weekly and adjust performance accordingly. Once you have a solid foundation built and a team that believes in the process, you’re in a better spot to invest in software tools to help you get your job done and the rollout process will be much smoother too.
Summary
It’s easy to get caught up in the shiny new software that’s out there. Why do you think we worked so hard to make Kapta incredibly attractive? We’d be doing a disservice to key account management teams if we didn’t tell the truth about investing in the process over tools, however. Without a solid process, all you have is a tool that you can’t use to full effect. It’s almost like buying a shiny new cordless drill without any screws. Yeah, it’s cool to look at, but it isn’t really doing much good for you.
Our KAM process is a proven methodology for driving customer engagement through Key Account Management: Know more, so you can plan better. Act strategically and effectively to drive meaningful change. Measure that change across multiple indicators. This process is supported and accelerated by our intuitive technology every step of the way, so you have the tools you need to transform relationships with:
• Your customers: Kapta helps you put customers first, aligning their success with yours so everyone wins
• Your team: Kapta gives you clear performance insights, along with a built-in framework for leadership, mentorship, and growth
• Your tech: Kapta helps build consistent, tech-enabled processes, so you can get the best from your people and your platforms
About Kapta
Kapta believes in relationships first, and number-crunching second. The Kapta platform was developed to make the modern key account manager’s life easier. Rather than spending every day bouncing from app to app and staring at spreadsheets, Kapta does all of the technical work so you can get on the phone and build relationships with your customers. Kapta is the KAM platform that account managers rely on to become the Trusted Advisor for their clients and is a crucial tool to create mutual success. Built into the platform you’ll find powerful tools like Voice of Customer (VOC) Insights, account health scores, account planning templates, and so much more.
Q4 Planning for Key Account Managers
/in Key Account Management /by Alex RaymondWhere did the year go? It seems like just a few weeks ago we were pushing out our goals lists and new year tips and now it’s already time to look ahead to 2020. Q4 is here, and it’s crunch time. A lot of things always happen at the end of the year and you need to stay light on your feet and driven towards the finish line with a purpose if you want to go into 2020 with any sort of success and momentum.
We’ve seen a few Q4’s or two (or ten or twenty) and we know that there’s a bit of art and science behind getting everything wrapped up and avoiding any nasty surprises. If you want to stay on top of all of your clients’ goals even as the holidays approach and the calendar pages flip over, here are a few priorities to have in mind and some tips that you can follow to cut through the noise.
Secure the Renewal
As you’re organizing your clients list and prioritizing who demands the most attention towards the end of the year and who doesn’t, your code-red high-alert priority should be clients coming up for renewal soon. All else aside, if you don’t have a plan to keep these clients on board, that’s a huge chunk of revenue for your organization right out the window.
Now, how do you go about securing the renewal? Well, it helps to have a solid understanding of where the account is right now and what, if anything, you need to change or adjust. Some customers just need an email reminder and they sign up for another six months, a year, or however long your contracts last. Other customers, even if they love your product and have seen results since starting the relationship, need a little more convincing.
Whether they’re looking to save a little bit extra this time around or they are actively looking for an alternative, it’s all hands on deck. Ensure that ideally all of your clients renew this year and work to identify possible reasons they might want to cancel and find a way to recommunicate your organization’s value to them.
Can’t tell if a customer is thinking about leaving? If you don’t feel at least 90% confident that you’re doing that you can for the account, it’s time to act. Treat the situation as if your customer will leave if you make the smallest mistake. No, they realistically won’t, but you’ll be more focused and methodical in your approach to get them to renew. Make renewals your number one priority heading into Q4 and don’t stop until every client has signed back on.
Find Out Who’s Making Waves
Once you’ve gotten your code-red-alert renewals out of the way, your next priority should be the customers that are planning to make waves in their industry with initiatives either happening soon or just beyond the horizon. As a key part of Customer Success, you want your clients to make as much noise and have as much success as possible. If they’re doing good, you’re doing good because it makes you seem like the partner in their success and, ideally, they couldn’t have made it possible without your help.
So, who has a new product coming out? Who is planning a big promotion that could generate tons of revenue? Consider all of the recent conversations you’ve had with clients and their plans for either the end of the year or in Q1 of 2020 and make a list of the ones making big moves soon. These clients will require the second-most attention behind your clients up for renewal.
Identifying clients with major initiatives will provide you with a variety of opportunities to prove your worth to them and also some new revenue opportunities for your organization. Maybe with the new round of funding your client just raised, they have more budget to put into your current work with them and all they need is that little push to scale. Or maybe a new initiative brings a whole new series of challenges that they might not quite know about yet. With your industry information and experience working with high-profile customers, you could have the perfect opportunity to cross-sell additional products and services or premium features they might not have needed until now.
The opportunities are out there and Q4 is the time to capitalize on them. Think about who is making the biggest moves on your client list and find ways to help them achieve their new goals.
Take a Closer Look at the Data
How much do you think you know about your clients? If you’re like most key account managers, you’ll undoubtedly say you know your clients inside and out, and you might be close, but not correct. When we’re dealing with the day-to-day duties of this job, it’s easy for us to forget some important details that could really change the way we approach Q4. Use this as an opportunity to dive back into the data that you’ve collected and dig for answers. The best part is that if you’ve done your part throughout the year, maintained constant contact with your customers, and taken thorough notes along the way, the data is already there.
Dust off your Voice of Customer and SWOT analysis and really look at the information that they’ve provided you. In the VOC, you can learn more about what they like, what they dislike, and what their plan is moving forward. Go all the way back to Q1 and consider what they expected of you then and how that might have changed or stayed the same throughout the year. Have you dealt with snags and problems along the way? Have you exceeded their expectations already and need a new plan to keep them coming back for more? You can gather a ton of data from VOC and you might come to new conclusions or reaffirm what you already knew.
In the SWOT analysis of your customers and your role as their account manager, you can also find new opportunities. Are the strengths still the same and have you fully capitalized on them? What about the customer’s weaknesses? Are they protected through your product or service and are you making strides to keep it that way? Finally, review the opportunities you listed at the beginning of the relationship and consider what you’ve done to capitalize on them. Do you need to cross a few of them off the list? If so, add some new ones and bring them up the next time you meet with your customers.
Stay Diligent
All of this information is good and all, but if you just read it and forget about this altogether, it won’t do you much good. More so, you can’t do this once and then move onto the next thing. Every great key account manager knows that staying diligent and light on their feet is the secret to success in this field. Things change rapidly, and if you’re not prepared and are caught flat-footed, you’ll fail.
During Q4, you want to stay relevant on everything related to your clients. Unsurprisingly, the things that will change the most are typically out of your control, but that doesn’t mean you can’t step in to either prevent them from damaging the account and the relationship or stepping in to create new opportunities. Your organization isn’t the only one going through the hectic Q4 as your clients are probably running around trying to keep up as well. Whether they’re gearing up for the holiday season push or cutting back in preparations for the Q1 slow season, stay on top of it all.
They’re all likely busy too, so you might go days or weeks without hearing from them if you aren’t diligent. Make communication a priority and fight to get your 15-minute phone call with them. Show them why they need to take time out of their busy day to speak with you and you can build your credibility and show that you are still working for them even during the busy time of the year.
Be Proactive
As a part of being diligent in your efforts to push, push, and push some more for results, you also need to be proactive. At Kapta, we consider proactivity as a core tenant of key account management. It’s essentially one of the few deciding factors between great and “good enough” key account managers. To build a strong relationship with a client that makes them think long and hard about canceling, you must be proactive.
During Q4, it’s especially crucial that you are the one that picks up the phone and calls the client. Like we said, they’re super busy too, so it’s not unusual for them to forget to reach out to you when there’s a problem. Some might follow the “no news is good news” philosophy, but in this case, you need to know if something goes wrong.
Imagine they have an issue with your product but they’re too busy to reach out to you. If they did, it’s a quick fix and you can work with them to get it working for them the way it should. But instead, they power through it and work around the problem. This can leave a bad taste in their mouth and they might start to see your product or service as inferior and not beneficial to their business. That leads to cancellations and lost revenue for you. Be proactive in your approach and continue to work with them and check up to see how things are going on their end. Most of the time, we’d hope that it’s only good news, which is still good for you to know. You can work back to the other tips in this article and look for new opportunities as close out the year with big wins for you and your clients.
Summary
Q4 is a busy time for every business. Whether you’re in marketing and advertising or CPG, it’s all hands on deck and you need to be on your A-game for your clients. They need you now more than ever, but you also should have your priorities straight and remain diligent in your efforts.
Start with the clients that are looking for the door and show them why that would be detrimental to their goals. Then work towards building new plans that can capitalize on their initiatives coming up. Consult the data that you have on hand and refresh yourself on what matters most to them. After that, it all comes down to doing what you do best: picking up the phone, being proactive in your efforts, and creating real results that affect their bottom line.
About Kapta
Kapta believes in relationships first, and number-crunching second. The Kapta platform was developed to make the modern key account manager’s life easier. Rather than spending every day bouncing from app to app and staring at spreadsheets, Kapta does all of the technical work so you can get on the phone and build relationships with your customers. Kapta is the KAM platform that account managers rely on to become the Trusted Advisor for their clients and is a crucial tool to create mutual success. Built into the platform you’ll find powerful tools like Voice of Customer (VOC) Insights, account health scores, account planning templates, and so much more.