Winning strategies for key accounts mastering complex processes

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Selling global and complex solutions demands an ability to distinguish between the roles and positioning of all players in the decision-making process. All must be taken into account - drawing on the appropriate attitudes and strategies.

Winning strategies for key accounts mastering complex processes

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Benefits :

• Optimise the chances of a successful key account process
• Integrate the strategic and political dimensions into a sales process
• Establish and develop a high-level relationship
• Identify the roles and functions of each player and manage their differences
• Stimulate a real ‘purchasing vision’ and create added value
• Acquire a ‘sales consultancy’ and problem-solving logic
• Develop the business portfolio by anticipating future needs

Winning strategies for key accounts mastering complex processes

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Audience :

Any major account/key account manager, any negotiator or person involved in a complex sales process

Winning strategies for key accounts mastering complex processes

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

Day 1: Understanding the client’s environment – identifying the problem
- Personal perception and client reality for the ‘key account’ client, fears, obstacles, springboards
- The fundamentals of inter-personal communication in the commercial process
- Complex strategic selling: specific processes and characteristics
- The Active Reference: the ultimate goal of any key account development strategy
- Questions to accurately trace the client’s problem and establish a real ‘pain statement’

Day 2: Clarifying the position of each key player – establishing a value proposition
- The internal decision-making process: roles, key players
- Positioning each player with regard to the project and the solution; their degree of influence, the decision making process and its dynamic
- Establishing a framework for the co-defined project: a commonly understood and well founded point of departure and a clear expression of measurable benefits
- The 4 elements of the value proposition: general context, framework of the project, solution, value creation
- Indirect questioning to clear potential blockages and obtain a more ‘sincere’ response
- Self control in confrontational situations, emotional management of the relationship

Day 3: Demonstrating our difference – engaging the decision-makers
- Presenting the offer to the client and handling specific objections
- Negotiation when facing a ‘purchasing committee’: the appropriate behaviour
- Price negotiation: get-out clauses...defending our margins
- Closing the deal: validating all parameters towards securing a signature

Day 4: Maximising the chances of a positive conclusion – developing a partnership and a network
- Attack strategies when facing competition, and differentiation analysis
- Gauging success, evaluating the likelihood of concluding, reacting in time
- Engineering agreement with our hierarchy: influencing internally to meet special client demands
- From ROI to ROC – once his/her return on investment is secured, obtain our own ‘return on client!’
- Cultivating a partnership: regular forecasting to secure business volume and client satisfaction

Winning strategies for key accounts mastering complex processes

Dowload this training brochure 2010 e-catalogue Contact Krauthammer View dates & book online

> Small groups: each group is comprised of between ten to twelve participants, depending on the host country, in order to ensure proper conditions for genuine individual development.

> Role plays and practical exercises: our teaching method stimulates self-knowledge, promotes awareness and leads to long-term behavioural change.

> Sequential: the training process involves 3-5 weeks’ application on the job between training days, allowing each participant to integrate the content long-term, and to take ownership of it in the form of new attitudes.

> Feedback: at the beginning of the day, each participant presents his or her feedback based on the concrete results achieved. The successes and/or difficulties are then analysed and commented upon, and the learning points transformed into a new action plan. The training day continues with new modules, according to the same process.

> The "blended" approach: before, during and after the training programme, the participant is asked to continue his or her learning process online to gather feedback from his or her colleagues with the 361°.