Most B2B companies obsess over hunting new leads. But here’s the hard truth: up to 80% of your revenue is already in your existing accounts. You just haven’t built the system to extract it.
That’s not a sales problem. It’s a strategic oversight. And it’s time to fix it.
If you want predictable, profitable growth, you need an account management strategy that’s engineered, not improvised. At Roadmap, we don’t treat account management as a support function. We treat it as a core revenue-generating activity. Here’s how you can too.
Most companies confuse account management with customer service. They see it as reactive—responding to requests, answering questions, maybe sending a quote when asked.
That mindset is costing you growth.
Account management is a post-sale growth discipline. It’s how SaaS firms expand seat licenses. How manufacturers activate their dealer networks. How professional services firms drive lifetime value.
In short: It’s how you retain, expand, and multiply the value of the business you already worked hard to win.
Not all accounts are created equal, and treating them like they are drains your time, margin, and morale.
We recommend a tiered account structure:
For manufacturers, this maps directly to Areas of Primary Responsibility (APRs). Each dealer or rep should be assessed by data, not gut feel.
Use metrics like:
Stop playing favourites. Start tiering by numbers.
Most account “plans” are glorified sales recaps. That’s not strategy—it’s nostalgia.
A real strategic account plan has five parts:
Even the best strategy is worthless if it lives in a spreadsheet that no one updates.
You need to operationalize account management:
If you’re a manufacturer, you should be tracking APR-level performance just like a sales region. That means seeing gaps in territory potential, program participation, and product mix in real time, not six months too late.
Most QBRs are lifeless slide decks. That’s a waste.
At Roadmap, we teach our clients to treat QBRs as board meetings for growth. When done right, a QBR does three things:
Use the QBR to surface friction, spotlight wins, and make clear asks. And yes—if an account is underperforming, be ready to coach them up or coach them out.
Account Management Strategy isn’t a soft skill. It’s a growth engine—one that:
Most importantly, it shifts your GTM from “acquisition addiction” to sustainable revenue expansion.
If your current approach feels reactive, inconsistent, or purely relational—it’s time to level up. Let’s build an account management system that’s:
You’ve already done the hard part by winning the customer. Now it’s time to maximize the value of the relationship.
Want help mapping your accounts or designing account plans that drive real growth?
Let’s talk →
Podcast Episode 11: Unlocking Growth Through Account Management: Turning Customers Into Strategic Partners