Successfully Developing Key Accounts A strategic and operational approach
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Key Accounts can be crucial to the development and continued growth of an organisation. They can be the backbone of the business and they can play a vital part in its development and future prosperity. However, there are many issues to consider when adopting a Key Account approach. Those issues lead to questions such as: Which customers are the right ones to develop to Key Account status? How will we win them? How will they be managed? Who will manage them? How can we provide greater value to them than our competitors can? How should we adapt our value chain for those accounts? And eventually how should we end the relationship? In addition to this, decisions have to be made regarding the time, effort, money, people and other resources that will be required to develop and sustain the Key Account relationship. There are limited resources and too much resource applied to one Key Account can have a detrimental effect to other customers and potential customers.
- Turning 'Theory' into 'Practice'?
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This course uses the unique methodology to address the task of Key Account Management (KAM) from a strategic and an operational point of view. It is designed to help businesses select the right customers to develop into Key Accounts, then win those customers and maintain the relationship with them once they have become Key Accounts. It also shows delegates how to develop and secure preferred supplier status, evaluate the relationship with Key Accounts and disengage from them when they no longer justify the status of Key Account. It introduces delegates to a range of principles, tools and frameworks that are essential in finding, winning, managing and divesting Key Accounts.
- Who should attend?
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This course is suitable for senior and middle-managers, and account team members from multiple disciplines, including sales, marketing, business development, and other specialist areas.
- Key areas to be covered in the programme and documentation
The principles and pitfalls of KAM
What KAM is and is not
Moving from the bow tie to the diamond approach
Principles of effective KAM
Understanding the barriers of KAMUnderstanding KAM relationships
Customer relationship management and how the work
The five stages of Key Account relationships
Organising and planning for KAM
Forming the Key Account management team
The stages in Key Account PlanningHow to select Key Accounts
What constitutes a good potential Key Account
Identifying and selecting Key Account customers
Four categories of customer The Key Account matrix
Evaluating the attractiveness of potential Key Accounts
Self assessment for account selectionCreating a workable Key Account planning document
How to construct a Key Account plan
What it should contain
How to write itHow to acquire Key Accounts
Turning regular accounts into Key Accounts
Becoming a preferred supplier
Understanding the potential Key Account customers strategy and objectives
Understanding the Key Account customers value chain
Understanding the Key Account customers DMU and influences
How to ask the right questions to understand the Key Account customer
Creating value propositions that win and retain Kay Account customersHow to maintain Key Accounts
Maintaining preferred supplier status
How principles, processes and people can maintain relationships
Identifying opportunities to shine
Enhancing account team relations
Enhancing customer contact relations
How to use communications to retain a strong relationshipHow to springboard Key Accounts
Searching for account development opportunities
Understanding the customers value perception
Identifying the changing world in which your customer operates
Predicting the outcome of change on Key Account customers strategies
Using your value chain to drive continuous Key Account value
How to make new proposals to Key Account customersHow to appraise Key Accounts
Measuring the progress of Key Accounts
Tools of measurement
A process for appraisal
Managing feedback from Key AccountsHow to divest Key Accounts
Why you should divest Key Accounts
Resource issues, account value and reputation
When you should divest Key Accounts
How to divest Key Accounts
- Benefits to you
You will learn how to:
Make better strategic and operational KAM decisions
Select the right customers for a Key Accounts approach
Acquire new Key Accounts
Maintain Key Accounts relationships
Springboard the accounts to increase opportunities and add value
Appraise the effectiveness of KAM and the value of accounts over time
Divest Key Accounts that no longer deserve their special status
You can improve the management of Key Accounts
You should be able to make better use of Key Account resources
You will acquire a number of tools and frameworks that will enhance KAM
- Companies already benefiting include:
Gaining a much clearer picture of Client perspectives and priorities within the service sector
- Duration of Course
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3 days Day Course
- Course details
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14th - 16th September 2015, London, PT3085
- Looking to train larger teams in this subject?
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dzingim@marcusevansuk.comTailored in-house/in-company training courses and bespoke strategy workshops designed and delivered on-site throughout Europe according to your specific requirements.
All management, personal development and project management public courses featured in our Course Directory are also delivered on an In-Company basis.
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Enquire Now
- Quick Enquiry
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- Further information
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UK Enquiries: +44 (0) 203 002 3057
or dzingim@marcusevansuk.com
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or training@marcusevanscz.com
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dzingim@marcusevansuk.com - Marketing Manager EMEA - Professional Training
UK Enquiries: +44 (0)20 7647 2383 : salesenquiries@marcusevansuk.com
European Enquiries: +420 (0)2 5570 7246 : training@marcusevanscz.com
- Testimonials
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"This course will allow my company to develop its existing strategies to a much greater and hopefully profitable level."
Managing Director, Tarmac