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Nevertheless many companies say to us that although they do key account management, they find it hard to get the best out of their own organization and the key account's potential. We often hear about how troubleshooting takes over at the expense of securing a good long-term development. More and more companies also express frustration about the lack of transparency and methods to evaluate the existing relationship and risk involved.
The project Excellence in Key Account Management is designed to ensure that companies maximize the opportunities that key customers can offer, both in securing existing business long term, and in optimizing business levels on an ongoing basis. It will also benefit those companies that wish to develop the best possible approach to winning and keeping key prospects and customers.
It is highly participative course where the concepts are applied to 'live' accounts that participants have brought with them.
Who Should Attend
This project is designed for people who have responsibility for and working with key customers or winning key prospects
The delegates will be able to...
·Deep understanding of the role and responsibilities of a Key Account (KA) manager
·Knowledge about the complete Key Account Management (KAM) model and KA manager toolbox
·Knowledge in how to apply the KAM model and tools to your company's situation and key accounts
·Understand how to analyze key accounts and to develop a customer specific KA strategy
·Learn the risk and business opportunities present in your own key accounts
·A key account plan developed for the personal key account, aimed at gaining both short- and long-term business benefits
·Know how to realize the plan by building and coordinating a virtual KA-team
·Understanding of your own organization's strengths, weaknesses, opportunities and risks with consequences for KAM
·Understanding of the organizational KAM requirements, such as top management's responsibility personal development, controlling and IT
·A personal plan of action for how to improve effectiveness in the KAM work
Preparations
You will prepare a presentation of one of your key accounts, which you will be working on throughout the project.
Content
Step 1
·Why KAM matters, trends in KAM
·Introduction to organizational options and development stages in KAM
·Defining and selecting KA's
·Understand and analyze
-The customer and their business
-Their requirements and today's situation
-Our team - its strengths and weaknesses
-The way we currently manage the relationship
-What needs to be measured
·Setting a vision, objectives and strategy for the key account
·Preparation of personal plan of action
Project work in between steps
Understand and analyze the existing situation. Establish an information base. Access to telephone support from the consultant leading the project.
Step 2
·Review of actions since Part One
·Designing, installing & supporting the chosen solution
·Creating and working with key account teams
·Working with the key account:
-Selecting approach and building trust
-Sales and delivery processes, guidelines
-Project management and contingency planning
-Information and knowledge management
-Measuring and improving the relationship.
·Balanced scorecard for KAM
·The key account plan
·Integrating KAM into the overall business
·Preparation of personal plan of action
The KAM model and toolbox
Mercuri International and our partner, the Institute of Marketing and Retailing at the University of St. Gallen in Switzerland, joined forces to develop a complete KAM model and toolbox.
Module Two:
Distribution Management
2 days
There are a lot of considerations in deciding the best channel to sell the products and services to achieve desired business growth and profitability. Selling through a third party involves many challenges such as product/market positioning, distributor development and management, resources allocation, the distribution management system & tools and last but not least, the competence of the sales team in managing the distributors.
Who Should Attend
Sales Managers, Sales People, Managers of Distributors
The delegates will be able to...
·Understand the business relationship between the principal and distributor
·Establish a distribution management model, system and tools
·Establish key criteria for selecting new distributors or continuous cooperation with existing distributors
·Create and implement joint business plans
·Evaluate distributor's performance & relationship
·Increase business through an effective partnership
Content
1. Objectives and Introduction
Provide a brief explanation of the program objectives and methodology to be used in the workshop.
2. Selling Through Channel
Provide an overview of the various types of channel commonly used. Look at the pros and cons of penetrating the market via channels and the related issues to consider. Probe into the role and responsibilities of both the principals and the distributors.
3. Distributors Management Model
Provide an overview of Distributors Management Model. Select - Execute - Evaluate (SEE). Explore the different levels of decision-making and/or action within each phase: Strategy, Tactic, and Operational.
4. Selection Phase
At strategic level:
To establish goals and objectives; consider product/service market positioning; stage of product life cycle for specific product mix; decide which distributor(s) to work with through the Synergy Analysis.
At the tactical level:
To decide solution workable for the particular distributor(s) in a particular market to achieve specific market result.
At operational level:
Decide what kind of resources and competence needed to work with the distributors to carry out the tactical solution.
5. Execution Phase
At the strategic level:
Work with distributor in confirming result targets and areas of cooperation.
At the tactical level:
Determine task assignment, workflow, duties and responsibilities.
At the operational level:
Provide the concept of 4Fs in handling the daily issues from distributors.
6. Evaluation Phase
At the strategic level:
Analyze the distributor's current strength and the room for improvement. Decide what kind of consultation and support required.
At the tactical level:
Set up necessary criteria to evaluate their performance as well as mutual relationship.
At the operational level:
Develop a database for information gathering. Focus on internal information sharing, thereby establishing the basis for the next cycle of S-E-E.
7. Making the Learning Works
Putting all the concepts together in making the major distributor plan, including the strategy, action plan, next move, and information bank.
8. Individual Plan of Action
An individual plan of action is prepared by each delegate to ensure that the knowledge and skills developed during the project are applied to their work.
Module Three:
Creating Superior Service
2 days
The aim of this module is to develop the individual and group behaviors necessary to establish, manage and promote effective Customer Care among the employees (internal care) and to project this attitude and behavior to the customers (external care). This will ensure bottom line improvements in product sales, customer loyalty and growth as well as profit.
Three key Factors i.e. Attitude Factor, Knowledge Factor and Skills Factor are the core for developing an effective Customer Care organization. These will be addressed in both theory and practical exercises that will be designed based on the identified specific requirements.
The aspect of teamwork and internal cooperation will be addressed throughout the project to ascertain internal care as well.
Who Should Attend
Customer service staff, Back Office and operations staff directly or indirectly involved in customer interaction, Sales people, etc.
The delegates will be able to...
·Understand the importance of customer (both internal and external) service in the pre- and post-selling activities with the customers, thereby supporting business growth
·Empathize with customers by understanding their requirements and expectations
·Strengthen positive thinking in dealing with difficult situation
·Develop the necessary skills in customer communication, people handling, complaint and problem handling
·Acquire customer service tools and guidelines for implementation
·Strive towards establishing good customer service image
Content
1. Objectives and Introduction
Provide a brief explanation of the program objectives and methodology to be used in the workshop.
2. The Service Challenge
Present the components of service. Highlight the role of the sales, service people and those involved in customer contact before and after the business transaction. Identify internal and external customers. What is customer satisfaction? What are the service attributes required from a customer driven person?
3. A Case Study
Through a tailor-made case study, the participants will be divided into groups to analyze the case to ascertain their understanding on internal and external customer care. The concept on "Moment of Truth" will be introduced.
4. The Keys to Service
As an employee dedicated to excellent customer service, one needs to work towards establishing a Positive Thinking Mentality in dealing with unpredictable customer contact situations. An effective and long-term approach is to work on personal growth to achieve a balanced self.
5. Understand Your Customer
Learn to see things from a customer's point of view by exploring the Iceberg Principle. Introduce the "three primary motives" of human beings to improve the "Empathy" aspect of the delegates.
6. The Service Approach
Work on the communication skills of the delegates: in asking relevant questions to probe into customer's situation; practice active listening to empathize with the customer and in observing body language of customers. They will learn to be assertive in providing solution to their customers.
7. Extraordinary Service Approach
In the event of a customer complaint, how to professional convert such complaint into an opportunity? This section will present a research done on complaints and explain the process handling a complaint effectively.
8. Individual Plan of Action
An individual plan of action is prepared by each delegate to ensure that the knowledge and skills developed during the project are applied to their work.
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