Key Account Management Program (KAM)| Key Account Manager Training Courses - ACAD Corp.
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
Important business analysis
Past business 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