Description

The role of Key Account Manager has become strategic in the face of fewer, more powerful clients, with whom 'staying' has become vital. Developing your strategic accounts is based on the correct understanding of your role, the acquisition and use of appropriate behaviors, skills and tools. To succeed, KAM must develop its commercial talents. The KAM must master the 3 major dimensions of his position: strategy, negotiation, management of the team. This cycle, built on the basis of references acquired from global companies, constitutes innovative and comprehensive training for success with strategic clients by mastering the fundamental skills of the Key Account Manager profession.

Who is this training for ?

For whom ?

KAM recent in his position, from a commercial position. KAM already in position, wishing to assert and enrich his skills. Commercial Director, operational in charge of a KAM team wishing to develop practices.

Prerequisites

Training objectives

Build a strategy of conquest, development, loyalty on a strategic account.

Negotiate profitable agreements.

Organize teamwork to achieve results.

Expand your network of alliance and influence with the client .

Act as a leader to move forward with your company and your client.

Training program

• Develop your Key Account qualities
  • Manager Take ownership of the roles and challenges of your position.
  • Take stock of your skills and organization: self-diagnosis.
• Carry out a relevant strategic diagnosis
  • Target strategic customers, make rational decisions.
  • Analyze the environment through the eyes of the customer.
  • Carry out competitive analysis.
• Formalize your Account Business Plan
  • Create the future value proposition.
  • Define a shared ambition with the customer.
  • Translate this ambition into a vision.
  • Decline the 'ambition into objectives and key priorities'}.
• Build your action plan
  • Anticipate risks with regard to the strategic account.
  • Build your reverse planning.
  • Choose the relevant KPIs to jointly manage performance.
• Manage profitable relationships in your company and with your client
  • Establish a diagnosis of relationships with all members of the decision-making group: degree of influence, degree of proximity.
  • Define contact priorities, build your action plan
  • Become known and recognized by decision-makers.
  • Expand your network within the key account
  • Use your network to progress in the business. flowchart.
  • Taking advantage of social networks
• Manage projects
  • Organize your development plan in project mode.
  • Organize and mobilize teams at key moments.
  • Manage the implementation of actions: methods and tools.
  • Manage risks
  • Communicate around the customer project.
  • Manage customer satisfaction
  • Know how to take advantage of internal wealth. -cultural
• Identify the 3 keys to successful negotiation
  • Negotiating to build in the long term: the key to the process.
  • Building profitable negotiation tactics: the key to the method.
  • Asserting yourself and avoiding blockages: the key to mutual trust
• Sell ​​as often as possible before entering into negotiations
  • Identify the forces present.
  • Rebalance powers to establish a cooperative mode of relationship.
  • Use the Account Business Plan as a key to entering negotiations .
  • Listen to the customer, sell and negotiate solutions internally first.
  • Sell the value of your proposals to the customer, move away from the 'price, volume' logic. }
• Choose your moment to enter into negotiations and negotiate
  • Identify your room for maneuver.
  • Use your areas of power.
  • Obtain useful rewards.
  • Lock the negotiation.
• Develop your personal resources to better negotiate
  • Take into account the impact of emotions in negotiation, welcome your emotions and those of others.
  • Identify your own needs in negotiation, learn to respond to them.
• Develop your leadership style
  • Identify the leader's skills and personal traits.
  • Evaluate and reveal your leadership skills: self-diagnosis.
  • Identify all opportunities for the KAM to exercise their leadership.
  • Know yourself better to increase your leadership: transactional analysis
• Exercising leadership collectively
  • Share and get people to adhere to your vision.
  • Bring together a winning team around a client project.
  • Make people want to act.
  • Adjust your verbal and non-verbal communication
• Exercising leadership face-to-face
  • Introduce yourself to a new player at the client.
  • Obtain resources.
  • Resolve a dysfunction, an internal dispute.
  • Leverage resistance to change.
• Remote activity
  • A training module
  • Give positive and constructive feedback.
  • Evaluation of acquired knowledge