Conference Objectives:
By the end of the conference , participants will be able to:
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Improve margins and keep more profit.
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Prioritize efforts for maximum results.
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Develop a sales plan for each strategic (key) account to fully satisfy client needs and maximize customer value.
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Lead the buying process and close more sales.
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Maximize human capital utilization.
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Identify, evaluate and prioritize opportunities for business and relationship development.
This conference is designed for:
Account managers, sales managers, sales people who are managing Key Accounts or have limited experience in managing accounts customers in a Business to Business environment. This program is worth 25 NASBA CPEs.
Note: Fundamental sales skills are assumed and will not be covered on this course.
Conference Outline:
Key Account Management
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What is a Key Account?
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Who Makes the Rules for Qualifying Key Accounts?
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Overview of Key Account Management: Business Perspectives and Trends; Customer Expectations; Profitable Growth Strategies
Account Analysis, A Necessary Step Towards Defining and Selecting KA
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The Single-Factor Models
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The Portfolio Models
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The CALLPLAN Model
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Cost per Call and Break-Even Sales Volume Computation
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Selection Criteria and Measuring Attractiveness
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Use of Resources versus Cost to Serve
The Key Account Relational Development Model
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The Pre Relationship Stage
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The Early Relationship Stage
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The Mid Relationship Stage
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The Partnership Relationship Stage
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The Synergetic Relationship Stage
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The Account Planning Process
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The Account Planning Process Criteria
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Analyze the Customer, Past Business, and Competition
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The Competitive Analysis Matrix
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The Customer Expectation Benchmark Matrix
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Developing Account Strategies
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Use of SWOT and TOWS Analysis
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Strategy Development Tools
The Critical Role of Key Account Managers
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Understanding the Role and Responsibilities of KAMs
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Building and Leading Effective Key Account Teams
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Maximizing Sales through Effective Negotiation
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Negotiation Skills and Tactics
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Building Long-Term Customer Relationships and Trust
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Understanding the Importance of the Customer Service Function in KAM
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Relationship Selling: Rethinking the KA Sales Force
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Performance Challenges and Measurement Criteria
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