Strategic Account Management

To explore ideas, skills and best practice in the development of Strategic Accounts, identifying multiple options for account development and profitable growth.

This course gets down to the real detail in terms of improving margins, minimising costs through the supply chain, reducing customer risk and developing sustainable business relationships.

Objectives/Outcomes

Identifying and developing growth options for Strategic Accounts
Building real understanding and relationships at all levels
Developing plans that will drive improved Strategic Account profitability
Creating a more holistic approach to growing Strategic Account business
Continuous improvement in the management of Strategic Accounts

Who should attend?

Account managers, Sales Directors, Commercial Directors plus anyone else involved in the development of Strategic Accounts.

Take your first steps for better Business Development

Account Profitability

The Power of 1% – even more impactful in Strategic Accounts
Cost saving measures and removing wastage
- Utilising the Cost to Serve matrix
- Identifying cost savings through the supply chain

KPI’s – what metrics and monitors do we use?
Controlling prices and margins
- Defending and growing our share
- Negotiating better deals
- Identifying low cost, high value concessions
- Negotiation variables other than price
- Utilising rebate schemes that drive business growth

Customer Intimacy

Relationship models – where are you?
Developing a contact matrix to improve business relationships
Limiting risks for us and the customer
Knowing and understanding their competition and market
Understanding buyer behaviour and influences
- How is the buyer measured? – personal KPI’s
- What motivates the buyer?
- What does the customer want from business reviews
- Personality types and tailoring our approach
- What are our metrics and progress monitors in Strategic Accounts?

Planning & Development

Developing Account Plans that drive improved profitability
Project Management
- 10 key principles of project management
- Understanding project timescales and deliverables

Project Framing – understanding customer expectations
New product development processes that work
Working with customers on forecast accuracy
Preparation for Strategic Account meetings
Ensuring that price mechanisms and supply agreements are watertight
Your approach to tender processes
Contingency plans – how can they help you gain a greater share?
Warning signals – identifying risk profiles
Measuring results from improvement initiatives

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Negotiating For Profit

Selling revolves around one key concept – persuasion. Negotiating can be looked at as a problem solving process in which the needs of both parties will be in part accommodated in the outcome.

New Business Development

One of the biggest challenges facing businesses today is finding new business, in addition to holding on to existing customers. Most businesses lose on average 10% of customers each year so a consistent flow of profitable business coming in is essential..

Value Selling

Successful sales people never lose sight of the main focus which is to sell in order to increase revenue. But, as the saying goes “you cannot put the same shoe on every foot”. The Value Selling process emphasises the importance of listening to your client before trying to offer a solution.

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Strategic Account Management

How best can a sales person manage and develop their key accounts to maximise profitable growth?

Strategic Account Management is an approach to clients that focuses on developing a mutually beneficial relationship with a company’s most important customers.

Your key account strategy needs to be properly planned. Have you actively identified your key accounts or is this something that you have just let evolve?

Successful strategic account managers must first identify the key accounts that are worth the additional effort. These accounts are those which have significant spend and are profitable to the business, or have the potential for growth (be careful not to assume that the current largest customer should automatically be regarded as a key account). Key accounts need to be willing to show a long term commitment to the company and be open to building multi-level relationships, and developing a real partnership. They must be financially stable and able to purchase a range of products and services, and therefore are strategically important to the company.

Key Areas

Identification of Key Accounts
What does Strategic Account Management involve?
Setting Strategic Goals
Customer Intimacy
Conclusion

If you would to download the whitepaper in full then fill in your details in the form on the right hand side. You will then be sent an email with the full version of the Whitepaper.

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