Description

How to win and retain your Key Accounts portfolio? Success is based on a detailed understanding of the organization, the culture and the client's challenges in its market and the decision-making circuits. To succeed, the Key Accounts salesperson must implement a global strategic plan, adopt communication that creates long-term trust and negotiate profitable commercial agreements that generate lasting loyalty. From strategy to implementation through negotiation, this training cycle for Key Account Managers addresses all of these dimensions and allows each participant to quickly apply tools, methodology, and behaviors to their own portfolio. /p>

Who is this training for ?

For whom ?

Key Account Manager. Sales Manager for Major Accounts. Sales representative responsible for acquiring and developing Key Accounts. Head of Sales and Sales Manager.

Prerequisites

None.

Training objectives

Build your key account development strategy

Decrease the strategy into a commercial action plan

Act on the customer decision group

Mobilize internal teams to support the development of key accounts

Build the framework for your negotiations on a major account

Negotiate framework contracts

Training program

• Analyze your portfolio of key account clients
  • Evaluate the potential business of an account and its attractiveness.
  • Select your priority targets.
  • Arbitrate between hunting, gathering, breeding, cultivation.
• Build your account plan
  • Organize your knowledge of the account and build your information monitoring method.
  • Develop the account identity card and develop a global vision to build your account plan.
  • Carry out a complete history: volumes, margins, penetration, level of satisfaction.
  • Prioritize the targets: analysis of assets/attractions.
  • Carry out the mapping of the players in presence.
  • Scenario Practical cases of application of each stage of the account plan
• Apply your strategy into actions
  • Finalize the overall diagnosis with the EMOFF matrix.
  • Identify the priority directions.
  • Break down the plan on the 6 operational axes.
  • Scenario Work to construct the action plan on a real case
• Sell ​​the account plan
  • Build the account review.
  • Communicate the review to management to sell your action plan and obtain resources.
  • Debriefed situation.
• Setting the framework for commercial negotiation with a major account
  • Identify the 'visible or invisible' actors.
  • Identify all negotiation situations facing a major account.
  • Identify the power cursors in the negotiation.
  • Balancing the commercial balance of power - large account.
  • Scenarios to rebalance the balance of power
• Lead the negotiation to conclusion
  • Prepare yourself, establish your offer: objective; floor; non-negotiable area.
  • Adapt your tactics: initial level of requirement; pivots; axes of fallback.
  • Anticipate concession requests: the exchange matrix.
  • Shift the attack towards less costly concessions.
  • Obtain tangible rewards.
  • Lock the conclusion.
  • Scenario Red thread on all stages of the negotiation.
  • Construction of your own negotiation matrix
• Set up a framework contract
  • Define the issues.
  • Identify the possible risks.
  • Build the economic model of the contract.
  • Negotiate the contract.
  • Scenario Expert testimony: the essentials of the framework contract
• Resist the maneuvers and avoid the traps of professional buyers
  • Identify traps: bluff, threat, emergency.
  • Master possible counter-tactics.
  • React effectively in extreme situations.
  • Limit re-negotiations.
  • Scenario Application in practical cases.
• Weaving your web within the major account
  • Identify 'visible or invisible' actors.
  • Detect each person's motivations and their weight within the organization.
  • Adapt to specific challenges of the purchasing function.
  • Build your relational action plan.
  • Use the power of social networks
  • Scenario Check-up of your profile. on social networks.
  • Constructing your own relational action plan
• Develop your relational flexibility to better convince
  • Better understand your sales style: self-diagnosis.
  • Detect the communication style of your interlocutor.
  • Communicate with all styles to broaden your influence and knowledge
  • Mobilize all teams by integrating each person's needs and constraints: the resource matrix.
  • Scenarios Face-to-face customer scenarios
  • Scenarios.
• Master the art of pitching to convince new people
  • Create an effective value-added message.
  • Build your pitch.
  • Deploy your pitch.
  • Seize every opportunity to make yourself know.
  • Scenario Pitch training filmed and debriefed
• Remote activity
  • A training module 'Giving positive and constructive feedback'.
  • Assessment of acquired knowledge