Certificate In Key Account Management: Relationship Management

Code : 5/45

Why Attend This Training Course?

The world has become increasingly challenging and as a result relies more heavily on the relationship with the buyer(s) than it does on the actual portfolio of products and/or services, plus the quality in relation to the price. Strategic Key Account Management effectively contributes to significant profits on sales and consequently is considered the most demanding and rewarding part of the sales function. This training program tackles the development of Key Account Managers to sell more products and/or services effectively and ultimately achieve better win rates, conversions, up-sells and cross-sells. 

What Is The Training Course Methodology?

This training course methodology depends on enabling participants to interact and exchange experiences, explore their competencies and achieve their career aspirations, using forward-thinking training arts, such as theoretical lectures and/or open discussion to exchange opinions and experiences, scenarios, innovative thinking brainstorming. Participants will receive an agenda including training material as a reference, in addition to some extra notes and booklets. 

Who Should Attend This Training Course?

This training course is designed for Marketing Managers or Directors, Account Managers, Brand Managers, Sales Managers or Directors, Public Relations (PR) Professionals, Business Development, Managers, and Business Owners

What Is The Training Course Objectives?

  • Understand and appreciate the scope and complexities of managing accounts
  • Develop selling strategies for key accounts and high-profile customers
  • Develop a price and promotional mix
  • Interrogate and translate data into meaningful insights and action plans
  • Improve specific selling skills required throughout the customer buying process

What Is The Training Course Curriculum?

The Strategic Role of Selling in the Marketing Process
  • Definition of the roles and responsibilities of key account managers
  • Competency requirements for key account managers and taking stock
  • Comparing selling and key account management
  • Key account management requires organizational change; it is not just a sales technique
  • Workshop: what defines a key account?
Strategic Importance of Key Account Management and Relationship Building
  • Criteria for qualifying key accounts (KA)
  • Strategic accounts versus key accounts
  • Penetrating, expanding, and protecting key accounts
  • Working with marketing, channel management, operations, logistics, etc.
  • Managing customer profitability and customer relationship management (CRM)
Paradigm Shift in Managing Trade
  • Understanding buyer motivation and how you can influence it
  • Assessing client organizational culture and it’s fit with your organization
  • Understanding your client’s key business objectives, and aligning
  • Account analysis insights
  • Account analysis methods
Measuring Customer Loyalty: Framework for Customer Insights
  • Two layers of planning
  • Prioritizing efforts
  • Important business analysis
  • Customer analysis
  • Past business analysis
  • Competition analysis
  • The use of a client SWOT analysis
Definition to Realize Full Customer Potential to Reach Satisfaction 
  • Developing a competitor matrix
  • Who’s who – determining buying roles and networking
  • How buying has changed and adapting accordingly
  • Understanding and reducing the customer’s perception of risk
  • Important KPIs for KA qualification
Customer Buying Process: Integration of Decision-Making Unit (DMU)
  • Motivational Theory and maintaining great client relationships
  • Understanding the role and responsibilities of key account managers
  • Harnessing daily to-do-lists to optimize sales productivity
  • Identifying and working with different personality styles
  • Presentation skills for key account managers
  • Consultative selling and adding real value to the client
  • Developing the client’s staff as your internal salespeople
Product/Service Usage Process
  • Managing complex accounts with multiple decision-makers
  • How to build and lead virtual and real teams to success
  • Setting the right metrics – not just sales volume
  • Maintain team focus ensuring account objectives and key tasks are achieved
  • Utilizing modern technology and e-business
Cognitive Dissonance and Post-purchase Critique
  • Designing a modern-day account development strategy
  • Business partnership defined
  • The partnership skill set
  • The KA relational development model
  • Joint innovation and building value
  • Develop collaborative business-to-business relationships
  • Creating customer dependency
Active Listening to Manage the Moments of Truth
  • Create and managing a contact matrix
  • Getting high-level buy-in and support
  • Ensuring all team members are aware of their roles and responsibilities
  • Stopping your competitor’s dead in their tracks
  • Long-term focus on increasing quality, revenues and reducing costs
  • Reasons for divesting partnerships
  • The KA quiz
Prioritizing: Key Account Controls and Contingency Plan
  • Investment is required to yield maximum returns
  • Activity: opportunities to use technology and e-business
  • Appointing high-level key account management champions in your organization
  • Business: building and leading a virtual team
  • Personal development plans (contingency)
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