Here is how her team does it

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A key account this year may not classify as a key account in three years' time. If they don't meet growth targets, slow their spending, or their satisfaction with the product drops—find out why. It's super important not to "set and forget" who your key accounts are, especially since your team spends a hell of a lot of time talking to them.

The review process is also a perfect time to reach out and have a conversation with an account's main stakeholders and seek out any upsell opportunities.

Let's say you know a product feature they couldn't afford 12 months ago cameroon telegram data would really help boost growth for them in Q4. Make a note to reach out in Q2 to see if there is a way to work together and get the feature up and running for the last months of the year.
Ask questions about what the key account needs from you. This could be more communication, better training, or product update ideas.
Take an interest in the moves the key account is making. If they have had a recent funding round or product release, celebrate their win with them.
But there is also another reason why you should regularly run the numbers on key accounts.

If a key account isn't delivering, don't be afraid to move another promising account into your pipeline. This doesn't mean you ignore the previous key account—just reevaluate how much time you spend with them. After all, the ultimate metric to measure any key account is its ROI, and a big part of that is how much time you sink into nurturing it.

Task for this step: Review current key accounts and look at the numbers. Move any promising growth targets into your key account basket, and stop prioritizing stagnant accounts in your pipeline.

How We Nurture (and Keep) Key Accounts Happy at Close
Meghann O'Brien is a Senior Customer Success Manager at Close. One of her main goals is to find key accounts—and keep them happy.