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Successfully Developing Key Accounts A strategic and operational approach

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'?

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?

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 KAM


Understanding 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 Planning 

How 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 selection 

Creating a workable Key Account planning document
• How to construct a Key Account plan
• What it should contain
• How to write it 

How to acquire Key Accounts
• Turning regular accounts into Key Accounts
• Becoming a preferred supplier
• Understanding the potential Key Account customer’s strategy and objectives
• Understanding the Key Account customer’s value chain
• Understanding the Key Account customer’s DMU and influences
• How to ask the right questions to understand the Key Account customer
• Creating value propositions that win and retain Kay Account customers 

How 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 relationship 

How to springboard Key Accounts
• Searching for account development opportunities
• Understanding the customer’s 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 customers 

How to appraise Key Accounts
• Measuring the progress of Key Accounts
• Tools of measurement
• A process for appraisal
• Managing feedback from Key Accounts 

How 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

3 days Day Course

Course details

14th - 16th September 2015, London, PT3085

Looking to train larger teams in this subject?

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.

Click Here for information on how this course can be delivered for you as an In-Company Training Solution

 


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dzingim@marcusevansuk.com - Marketing Manager EMEA - Professional Training


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Testimonials

"This course will allow my company to develop its existing strategies to a much greater and hopefully profitable level."

Managing Director, Tarmac