I/51fTLpaoxJL.jpg' alt='Download Quantum Payroll Software Free' title='Download Quantum Payroll Software Free' />In response to attendee recommendations to shorten our general sessions and to offer more UltiPro Handson Learning seats 2. UCL Software Database Please note that the Software Database will need essential maintenance work on December 7th 2017, between 8am and 10am. During this time, the. PPT Key Account Management Power. Point presentation free to view. Title Key Account Management 1. Key Account Management 2. How would you define a Key Account What are the objectives of a Key Account Strategy How does a Key Account Approach differ from a traditional Sales Approach What are the most important issues in. Sage50ReportDesigner.jpg' alt='Download Quantum Payroll Software Free' title='Download Quantum Payroll Software Free' />Sage 300 is a business management software solution designed for small and mediumsized businesses. Critical program functionality includes support for accounting. FILExt. com is the file extension source. Here youll find a collection of file extensions many linked to the programs that created the files. This is the FILExt home. We have What Casinos In Vegas Have Video Roulette Find more info What Casinos In Vegas Have Video Roulette. Kilauea Mount Etna Mount Yasur Mount Nyiragongo and Nyamuragira Piton de la Fournaise Erta Ale. Key Account Management THE ROLE OF THE SALES ORGANISATIONIf most of the orders which the company receives are repeat orders from existing customers then the role of the sales organisation is customer development rather than traditional selling. STAGES OF CUSTOMER RELATIONSHIPSEarly. Many interfaces between the companies conducted via KAM and KAC Focus is transactional. Key Account Manager KAMKey Account Contact KACAdapted from Steven Perry 5. STAGES OF CUSTOMER RELATIONSHIPSPartnership. Supplier. Account. Many interfaces between the two companies alongside KAM and KAC Focus is to identify opportunities Joint RD Sensitive information is shared. Key Account Manager KAMKey Account Contact KACAdapted from Steven Perry 6. STAGES OF CUSTOMER RELATIONSHIPSSynergistic Key Account Management. Supplier. Account. Well established relationships independent of KAM and KAC whose roles become more orchestrating and facilitating Business processes become integrated Multiple teams are formed. Key Account Manager KAMKey Account Contact KACAdapted from Steven Perry 7. Global Accounts Regional Accounts National Accounts. The principles are the same, The complexity is different 8. I/71h2bim%2BG3L._SX466_.jpg' alt='Download Quantum Payroll Software Free' title='Download Quantum Payroll Software Free' />THE ACCOUNT PORTFOLIO MATRIXThe Competitive Position of Supplier. Strong Average Weak. High Medium Low. Develop. Maintain selectively. Develop Defend. Attractiveness of the Key Account to the Supplier. Defend maintain. Maintain minimally. Develop. Defend selectively. Maintain minimally. Withdraw. Accounts targeted for key account management must be mutually beneficial for both the supplier and customer. Source Fiocca 1. 98. DEVELOPMENT OF GLOBAL KEY ACCOUNT MANAGEMENTFuture Importance. Global Partners Key Global Accounts Key Regional Accounts Key National Accounts Development National Accounts Target National Accounts. Number of Accounts. The principles are the same The complexity is different 1. THE BEHAVIOURAL TRIANGLE OF PURCHASINGSupplier Relations Critical Performance Factors. Value Chain Management. Suppliers as Partners. Strategic Relational Quantum Leap Commercial Transactional. Total cost of acquisition Purchasing Value. Preferred Suppliers. System costs Savings. Approved Suppliers. Quality, Price Delivery. Available Suppliers 1. Is a consistent high revenue producer. Is offering opportunities to increase sales. Is looking for a loyal business partneradviser Is a strategically important industry or market opinion leader. Why a Key Account is different. Your competitors are constantly trying to win them from you. Multiple decision makers and many staff influence the buying decision. An anti sponsor may exist in the key account someone who may subtly try to sabotage your sales efforts or relationship. It is especially important to understand your Key Accountsbusiness. Strong relationships need to be developed across numerouslevels between your two companies. The role of the Key Account Manager from your companys perspective. Understands all aspects of the Key Accounts business. Proactively develops more business with the customer Establishes strong relationships with the decision makersin the customers organisation Builds a wide awareness of your firms capabilities throughoutthe Key Account Handle the Key Account in a professional manner on a day todaybasis Develops a true business partnership with the Key Account. The role of the Key Account manager from the Key Accounts perspective. Be the main link into your company for all issues Understand its business, market needs and competitive environment Help sell them productsservices that achieve their business objectives Add value to the business relationship with your firm, for example, acting as a consultant on issues not directly related to your main business Help exploit market opportunities and, when possible, identify new and exciting business challenges 1. AUTHORITYBuying company contacts expect the KAM to be able to get things done nothing less. Heshe has to be a decision maker. It is infuriating when the KAM has to go back to base. We dont want a postman who has to trot back every time we ask a question. The KAM has to have enough status to be able to achieve things for their customer within their own organisation M. Mc. Donald et al 1. Skills and Qualities. Key Skills Key Qualities. Planning Marketing Relationship building Problem solving Negotiating Opportunity creating Organisation Communication Presenting Selling. Focused Diplomatic Tenacious Flexible Independent Team player Opportunity seeker 1. The Roles of the Consultative Sales Person. Strategic Orchestrator. Business Consultant. Long term ally. Source Learning International 1. The Role of the Consultative Sales Person. A Strategic Orchestrator is a Sales Person who co ordinates all of the information, resources, and activities needed to support customer before, during, and after the sale. Strategic Orchestrator. Competencies. Knowledge of their own companys structure Expertise in building and managing teams Ability to co ordinate delivery and service totheir customers Efficiency Flexibility. Source Learning International 1. The Roles of the Consultative Sales Person. Business Consultant A Sales Person who fosters customer confidence and strengthens selling relationships by demonstrating General Business Knowledge A comprehensive understanding of the customers business challenges An ability to develop and help implement effective solutions and recommendations. Business Consultant. Competencies. Knowledge beyond products and services Communication Skills Beyond persuasion Attitude Beyond positive thinking. Source Learning International 2. The Roles of the Consultative Sales Person. Long term Ally A Sales Person who demonstrate commitment and is able to contribute to the customers short and long term success throughout the entire Customer Relationship Process. Competencies. Build interpersonal trust Deliver on promises Inspire respect for their companies. Long term ally. Create and sustain a positive image of the sales organisation Demonstrate concerns for customers interests Identify ways to strengthen the quality of their business relationships Resolve issues openly and honestly Make the customer meet needs with the help of hisher organisation 2. THE KEY ACCOUNT AS A BUSINESS PARTNERThe Benefits. Profit from a mutually beneficial business dialogue Lock out your competitors Be able to focus on long term planning Secure a constant and reliable revenue stream. Complex. SYNERGISTIC KAMPARTNERSHIP KAMLevel of involvement with customers. MID KAMEARLY KAMSimple. Nature of customer relationship. PRE KAMTransactional. Collaborative. M. Mc. Donald et al 2. THE ROLE OF THE KEY ACCOUNT MANAGERPre KAMEarly KAMMid KAMPartnership KAMSynergistic KAMUncoupling KAMKAM must establish high level contacts and fulfil a consultancy role. Focus teams at all levels. KAM co ordinates. Selling Company must match a KAM to their Key Contact. KAM must manage others to deliver services to the customer. Gunship Tank Killer Crack more. KAMs personal and technical skills will be needed. KAM may manage exit plan. Buying Company will look for product knowledge and knowledge of their business. KAM must establish integrity. KAM must be perceived to have authority.