Strong cross-functional relationships among client and supplier executives are essential for strategic account management success. A best practice is to map these relationships -- create a plan and follow it -- for priority attention and the all-important follow up. 

We call it Focused Executive Meetings, and it is a program organizations use to get the most out of these relationships.

Focused Executive Meetings create a forum for teamwork between client and supplier executives, who all benefit from sharing strategic knowledge. 

These are business meetings ... not sales meetings. 

The meeting agenda, questions and people involved must be clearly defined, based on business priorities.  Both organizations must agree on the agenda well in-advance of the meeting. An appropriate amount of pre-meeting preparation is essential to ensure a positive outcome that advances the relationship.  

1. An opening

2. The main body of the meeting

3. A section to identify next steps

4. A wrap-up or summary phase to schedule follow-up.  

A template.

The Opening

The strategic account manager reconfirms the business reasons for meeting the client executives, and introduces supplier executives.

Put the client executives at ease with a clear agenda for their time. For example, explain:

• Purpose: to gain a unique perspective on the client executives' business, so the supplier can serve the client better.

• Process: an interview-like format to confirm or clarify the supplier's understanding of the client organization's key goals and priorities.

• Pay-off: a mutually-agreed understanding of opportunities for you as a strategic supplier to fit into the client's growth plans.

• Ask for new input on the agenda

• Explain you will record the discussion, send the executives copies of the discussion notes to ensure everyone understands the priorities and follow up issues.

• Confirm your mutual understandings of the meeting process, and then proceed to the heart of the meeting.
  
  The Body of the Meeting

• Ask the executives to comment on how specific trends have affected their company and area of responsibility. NOTE: It is essential that you research the client's industry, on your own, before the meeting.  You must understand the client's business in depth in order to be a value-added supplier.

• Ask the executives to outline their vision of success over the next 12 to 18 months.  Listen for measurable goals. Clarify them if necessary.

• Ask the executives to prioritize their goals.

• Ask, in order of priority, the executives what must go right for each goal to be accomplished.

• Confirm a deep, mutual, understanding.

Identify Next Steps

• Explain to the client executives how you plan to use the information.

• Explain that you will return with possible solutions and ideas, based on their input from this meeting

• Ask for introductions to other executives who might be effected by your company's solutions.

• Confirm agreement for future meetings if you require further information.

4.) Wrap-Up and Follow Up

You have done so much, so well, at this point.
Don't blow it now!

• Keep your eye on the time. End on time or early, only extending time by the client's invitation.

• Send the executives a copy of the meeting's discussion notes no more than a day or two after the meeting.

• Follow up flawlessly. Complete actions on time or early, with clear communication. After all, we all know that clients evaluate suppliers partly based on how they keep promises and follow up.

"Your CEO meets their CEO to determine how they can out source quality control to you."