# Strategic Account Plan: [Customer name]

> A one-year plan for a strategic customer account: what the customer is
> trying to achieve, where the supplier already serves them, the whitespace
> still open, the people who decide, the goals both sides share, and the
> opportunities and actions that close the gap to the revenue target.
> Based on common key account management practice. Replace every
> `[bracketed]` value and every row marked *Example*.

<!--
Guidance: How to use this template
- Write it for accounts that justify the effort: the top accounts by
  current or potential revenue. A plan for every account is a plan for
  none.
- Start from the customer's goals (section 2), not from your products.
  The whitespace (section 4) only matters where it serves those goals.
- Build it with the account team: account executive, customer success
  manager, solutions consultant and the executive sponsor.
- Review it every quarter, after each quarterly business review
  (`customer-success/quarterly-business-review`), and rewrite it yearly.
- Common pitfall: a plan that lists opportunities without the actions,
  owners and dates that would create them.
-->

## Document control

<!-- Guidance: One owner, usually the account executive. Record the executive sponsor who reviews the plan. -->

| Field | Value |
|---|---|
| Plan ID | [AP-YYYY-NNN] |
| Account | [Customer legal name], CRM ID [ID] |
| Plan period | [2027-01-01 to 2027-12-31] |
| Version | [1.0] |
| Status | [Draft / Reviewed / Active] |
| Owner | [@account-executive] |
| Account team | [@csm], [@solutions-consultant], [@partner-manager] |
| Executive sponsor | [@vp-sales] |
| Last updated | YYYY-MM-DD |
| Next review | YYYY-MM-DD |
| Classification | [Internal, confidential] |

### Revision history

| Version | Date | Author | Change |
|---|---|---|---|
| 1.0 *(Example)* | 2026-12-08 | Account executive | First plan for FY2027, reviewed with VP sales |

## 1. Account snapshot

<!-- Guidance: The facts a new team member needs in two minutes. Use the customer's annual report or website for their figures and the CRM for yours. -->

*Example:* Quellmoor Freight (fictional) runs regional road freight with 12
depots and 4 warehouses. It has used [Product] for delivery planning since
2026 and is the reference customer for the logistics segment.

| Item | Value |
|---|---|
| Industry, size, regions | [Industry, employees, countries] |
| Customer since | [YYYY] |
| Current ARR | 180,000 *(Example)* |
| Products in use | [Delivery planning, 12 depots] |
| Contract end date | [YYYY-MM-DD] |
| Health score | [Green / Amber / Red] from `customer-success/health-score-model` |
| Revenue target for plan period | 300,000 ARR *(Example)* |

## 2. Customer goals and priorities

<!-- Guidance: What the customer wants this year, in their words. Cite the source: annual report, strategy presentation, conversation with a named executive. Questions: which goals have a budget and an owner? Pitfall: writing your sales goals here. -->

| ID | Customer goal | Owner at customer | Source | Budget |
|---|---|---|---|---|
| CG-01 *(Example)* | Cut cost per delivery by 8% | Chief operating officer | Strategy briefing, 2026-11 | Yes |
| CG-02 *(Example)* | Open cross-border lanes to two neighbouring countries | Commercial director | Annual report | Partly |
| CG-03 *(Example)* | Replace warehouse spreadsheets before peak season | Head of warehousing | Account meeting, 2026-10 | Requested |
| CG-[NN] | [Goal] | [Name, role] | [Source] | [Yes / No / Unknown] |

## 3. Relationship and stakeholder map

<!-- Guidance: List the people who decide, influence or block. Rate their support honestly and plan one action for each person whose stance matters. Pitfall: a map with only your friendly contacts. -->

| Name | Role | Decision role | Stance | Our relationship owner | Next action |
|---|---|---|---|---|---|
| Person A *(Example)* | Chief operating officer | Economic buyer | Supportive | VP sales | Share year-one results by 2027-01-31 |
| Person B *(Example)* | Head of warehousing | Champion for CG-03 | Supportive | Account executive | Joint site visit, 2027-02 |
| Person C *(Example)* | IT director | Technical approver | Neutral | Solutions consultant | Integration review in Q1 |
| Person D *(Example)* | Procurement lead | Commercial gatekeeper | Sceptical | Account executive | Early sight of pricing model |
| [Name] | [Role] | [Buyer / Champion / Approver / Influencer / Blocker] | [Supportive / Neutral / Sceptical] | [Owner] | [Action, date] |

```mermaid
flowchart TB
  COO["Person A: COO (economic buyer)"]
  WH["Person B: Head of warehousing (champion)"]
  IT["Person C: IT director (technical approver)"]
  PR["Person D: Procurement lead (gatekeeper)"]
  WH -->|recommends| COO
  IT -->|approves integration| COO
  PR -->|runs purchase| COO
```

## 4. Whitespace analysis

<!-- Guidance: A grid of customer units against your offerings. Mark what they use, what fits a goal and what does not fit. Only cells linked to a customer goal become opportunities. -->

| Business unit | Delivery planning | Warehouse planning | Driver app | Analytics |
|---|---|---|---|---|
| Domestic depots (12) *(Example)* | In use | n/a | Fits CG-01 | Fits CG-01 |
| Warehouses (4) *(Example)* | n/a | Fits CG-03 | n/a | Fits CG-01 |
| Cross-border unit *(Example)* | Fits CG-02 | n/a | Later | Later |
| [Unit] | [In use / Fits CG-NN / No fit] | | | |

## 5. Mutual goals

<!-- Guidance: Goals both sides commit to, with a measure. They connect the customer's goals to your plan and to the success plan (`customer-success/success-plan`). -->

| ID | Mutual goal | Customer benefit | Our benefit | Measure | By |
|---|---|---|---|---|---|
| MG-01 *(Example)* | Warehouses planned in [Product] before peak | CG-03 met | Expansion of 60,000 ARR | 4 of 4 warehouses live | 2027-09-30 |
| MG-02 *(Example)* | Published case study on cost per delivery | Recognition for COO | Reference for segment | Case study approved | 2027-06-30 |
| MG-[NN] | [Goal] | [Benefit] | [Benefit] | [Measure] | YYYY-MM-DD |

## 6. Opportunities and revenue plan

<!-- Guidance: Each opportunity links to a goal and a whitespace cell, with a value, probability and close date from the CRM. Compare weighted value with the gap. Pitfall: counting unweighted pipeline as if it were committed. -->

| ID | Opportunity | Links to | ARR | Probability | Weighted | Close by |
|---|---|---|---|---|---|---|
| OPP-01 *(Example)* | Warehouse planning, 4 sites | CG-03, MG-01 | 60,000 | 60% | 36,000 | 2027-03-31 |
| OPP-02 *(Example)* | Driver app, 12 depots | CG-01 | 45,000 | 40% | 18,000 | 2027-06-30 |
| OPP-03 *(Example)* | Analytics add-on | CG-01 | 30,000 | 50% | 15,000 | 2027-06-30 |
| OPP-04 *(Example)* | Cross-border unit planning | CG-02 | 40,000 | 20% | 8,000 | 2027-10-31 |
| Total *(Example)* | | | 175,000 | | 77,000 | |

*Example:* the target is 300,000 ARR, a gap of 120,000 over the current
180,000. Unweighted pipeline is 175,000 (1.46 times the gap), but weighted
pipeline is 77,000, so the expected ARR is 257,000, which is 43,000 short.
Action ACT-04 below creates further pipeline to close that gap.

## 7. Risks

<!-- Guidance: Risks to the existing revenue and to the plan. Severe retention risks go to the renewal plan (`customer-success/renewal-churn-risk-plan`). -->

| ID | Risk | Likelihood | Impact | Mitigation | Owner |
|---|---|---|---|---|---|
| RSK-01 *(Example)* | Procurement runs a competitive tender for warehouse planning | Medium | High | Early pricing model, reference visit | Account executive |
| RSK-02 *(Example)* | Champion for CG-03 changes role | Low | High | Build a second contact in warehousing | CSM |
| RSK-[NN] | [Risk] | [L/M/H] | [L/M/H] | [Mitigation] | [Owner] |

## 8. Action plan

<!-- Guidance: The actions that make section 6 happen, with an owner and a date. Review status every quarter. -->

| ID | Action | Supports | Owner | Due | Status |
|---|---|---|---|---|---|
| ACT-01 *(Example)* | Present year-one results to the COO | CG-01, OPP-02 | VP sales | 2027-01-31 | Planned |
| ACT-02 *(Example)* | Agree a mutual action plan for OPP-01 | OPP-01 | Account executive | 2027-01-15 | Planned |
| ACT-03 *(Example)* | Integration review with IT director | OPP-01, OPP-02 | Solutions consultant | 2027-02-28 | Planned |
| ACT-04 *(Example)* | Discovery workshop with commercial director on CG-02 to find a further 50,000 ARR | Gap | Account executive | 2027-03-31 | Planned |
| ACT-[NN] | [Action] | [ID] | [Owner] | YYYY-MM-DD | [Status] |

Close plans for single opportunities belong in a mutual action plan
(`sales/mutual-action-plan`), and the opportunities feed the pipeline
forecast review (`sales/pipeline-forecast-review`).

## 9. Review log

<!-- Guidance: One line per quarterly review: what changed and what was decided. -->

| Date | Reviewers | Changes | Decisions |
|---|---|---|---|
| YYYY-MM-DD | [Names] | [Changes since last review] | [Decisions] |

## Standard and licence note

Based on common key account management and strategic account planning
practice. No standard governs this document. All text and the fictional
Quellmoor Freight example are original. Template licence: MIT.