Managing complex accounts, particularly those with multiple entities or subsidiaries, can be one of the most demanding tasks for a sales professional. These clients often present unique challenges, such as decentralised decision-making, varying regional needs, and conflicting priorities. However, when managed effectively, multi-entity accounts can become some of the most profitable and loyal customers in your portfolio, offering massive growth potential.
In my career, I’ve handled several such accounts, including one case where I was tasked with managing a global client spread across dozens of sub-entities in different regions. The account had no centralisation, and each region had distinct demands. Within six months, I transformed this fragmented relationship into one of the highest-spending accounts in EMEA, generating a multi-million-pound partnership. The key to success was applying strategic and tailored tactics that turned complexity into opportunity.
Let’s dive into some of the key strategies for managing complex, multi-entity accounts and maximising their potential for long-term growth.
1. Centralise the Communication
One of the most difficult challenges in managing multi-entity clients is ensuring communication is clear, streamlined, and consistent across all regions. Each sub-entity may have its own procurement process, budget, and goals, and the lack of centralised communication often leads to confusion, inefficiencies, and unmet expectations.
How to address this:
Identify communication breakdowns and establish weekly updates and created a centralised communication platform. This not only improved transparency but also helped align regional objectives with our broader strategy, driving both local and global success.
2. Leverage Account Mapping
Understanding the decision-making process within each entity of a multi-entity account is crucial. Who are the key stakeholders? Who are the influencers and decision-makers? In complex accounts, this process isn’t always clear-cut—there may be several layers of decision-makers across different regions, all with varying levels of authority.
How to address this:
Account mapping is a vital tool in this situation. I developed a detailed account map for one global client, identifying key stakeholders at both the regional and global levels. By understanding who was responsible for decision-making in each entity, I could tailor my approach for each region while ensuring our solutions aligned with the company's overall objectives.
Effective account mapping also involves understanding the relationships between the different stakeholders. For example, in one account, I realised that a regional office that seemed resistant to new initiatives was heavily influenced by the head of another individual region, more so than the group level. By focusing on gaining buy-in at the other sub division, I was able to unlock opportunities across this resistant region by leveraging that relationship.
3. Create Cross-Entity Solutions
While it’s important to address the unique needs of each sub-entity, the true value of managing complex accounts comes from delivering solutions that can be scaled across the organisation. Providing tailored solutions for individual regions is important, but finding common ground across entities often leads to massive upsell opportunities and long-term growth.
How to address this:
I found success by positioning our solutions not just as localised offerings but as scalable frameworks that could be applied across multiple regions. In one case, I upsold additional services by demonstrating how our platform could streamline operations and reduce costs across their global footprint. This created value at both the local and global levels and positioned us as a strategic partner rather than just a vendor.
Cross-entity solutions also build efficiencies. In one complex account, we rolled out a cloud-based solution for one sub-entity that reduced operating costs. Seeing the success, other sub-entities quickly adopted the same solution, resulting in a global upsell that multiplied our footprint across the organisation.
4. Offer Personalised Attention
Even in the most complex accounts, personalisation is key. Each entity or region within the account will have its own priorities, pain points, and expectations. While centralisation and scalability are critical, you can’t overlook the need to provide personalised attention to each sub-entity.
How to address this:
I implemented a regional strategy where I organised personalised workshops and product demonstrations for each sub-entity in a global account. This allowed me to address their unique challenges while reinforcing how our global solution could meet both local and enterprise-wide objectives. By showing each region that their needs mattered and were being addressed, I was able to build trust and long-term commitment across the entire organisation.
Personalisation doesn’t just stop with product demonstrations. It can also include tailored engagement plans, regional-specific content, or even separate support structures that cater to unique operational needs. Personalised attention ensures that no entity feels overlooked and reinforces the relationship at every touchpoint.
5. Resolve Long-Standing Issues Quickly
Multi-entity accounts often come with a history of unresolved challenges—whether due to previous mismanagement, technical issues, or poor communication. These long-standing problems can fester and create friction, making it difficult to expand the relationship or introduce new products and services.
How to address this:
One of the first things I do when taking over a complex account is to conduct a thorough review of all unresolved issues. I categorise them by priority and work with internal teams to resolve them as quickly as possible. When you resolve legacy issues, you immediately build trust with your client, showing that you're not just focused on new sales but committed to their success.
In one instance, a client had been dealing with an unresolved technical problem for over a year. Within my first few weeks on the account, I prioritised the issue, bringing in our top engineers to fix it. The result? The client’s trust in us skyrocketed, opening the door for new discussions on upsell opportunities and a deeper partnership.
6. Build Relationships Beyond the Main Entity
Many sales professionals make the mistake of focusing solely on the main headquarters or the central entity in a multi-entity account. However, building relationships at every level—regional offices, subsidiaries, and local teams— can be beneficial to maintaining long-term success and driving account growth. Be careful with this and make sure that the head office is ok with this direct contact.
How to address this:
In a global account with dozens of sub-entities, I took the time to develop relationships with key decision-makers not just at the headquarters but also at the regional offices. This local-level engagement allowed me to better understand their specific challenges, leading to more relevant solutions and driving regional expansions. These smaller wins ultimately built a stronger case for larger, global deals.
Conclusion: Strategic Patience Pays Off
Managing complex, multi-entity accounts requires a mix of patience, strategy, and an ability to balance local needs with global objectives. While the challenges can be significant, the rewards are equally so. With the right communication structure, account mapping, and personalised attention, these clients can evolve into some of your most profitable relationships.
The key is to treat each entity as both a unique opportunity and a part of the bigger picture. When you master the art of managing multi-entity clients, you unlock growth potential that drives both immediate revenue and long-term success.
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