Skip to content Skip to footer

Key Account Management

Growth of strategic accounts. It’s time to take a critical look at yourself and master the latest best practices, tools, and concepts.

  • 5 months
  • 5 days
  • Dutch, French

Managing a key account is a big responsibility. After all, damaging or losing a key account can have a profound effect on annual commercial figures. You’re well suited to carrying this responsibility because you have a unique talent for unifying business opportunities and interests and a genuine interest in entering meaningful relationships.

Despite this talent - or perhaps because of it – you’ve noticed the complexity of key account management increasing. The number of highly professional players you need to positively influence in your own organization, and in the customer’s organization, is growing, and maintaining relationships is becoming subordinate to the quality of your business sense and your abilities with multi-level account management.

And last but not least, the competition is getting more and more skilled at sitting around the table with innovative propositions. It’s time to take a critical look at yourself and master the latest best practices, tools, and concepts.

For who?

Key account managers and senior account managers focused on long-term account development or strategic clients and people who want to strengthen their roles.

After completing the training you can

  • For you personally: a long-term and intensive relationship with customers, concrete and unquestionable contributions to the growth and realization of the client's ambitions, and realization of commercial growth for your own organization. In short: creating and capitalizing on commercial opportunities and delivering added value to the customer will mean very satisfied internal and external stakeholders.
  • For your organization: an exceptionally good understanding of important customers, creation of solid commercial opportunities, and an effectively managed internal and external network aimed at achieving desired results. This stimulates customer satisfaction, the business, and the long-term relationship or partnership with the customer. The outcome is a positive effect on the sales costs, the margin, and the retention and development of important customers.


  • Setting the scene…
  • Selecting Key Accounts with the right potential.
  • Analyzing your Key Account(s) for deep knowledge and finding real and new opportunities.
  • Creating a value proposition, they can’t refuse.
  • Capturing your Key Account Plan for multiple purposes.
  • Managing my future results.
  • Reporting on results achieved.
  • Mastering the fundamentals of connecting communication. Communication styles within KA team.
  • Managing Key Success Factors for driving results. Selecting & developing the best team for success.
  • Influencing internally for real commitment to delivering beyond expectation.
  • Managing my future results.
  • Reporting on results achieved.
  • Qualifying first!
  • Understanding the customer’s reasons and desire to change.
  • Gaining insight into the playing field.
  • Creating a compelling Value Proposition with your customer that makes the difference.
  • Running effective sales meetings.
  • Managing my future results
  • Reporting on results achieved.
  • Managing myself!
  • Managing progress on all levels.
  • Leading the team without authority.
  • Influencing the KA for progress and results.
  • Envision the project.
  • Managing my future results.
  • Reporting on results achieved.
  • Transforming your KA’s into proactive lead generators.
  • Demonstrating your personal added value with new insights / solutions proactively.
  • Bridging differences for commercial success.
  • Managing the account to grow the business.
  • Managing my future results.

Learning Tools

  • The most important point to profit from the learning journey: apply your learnings!
  • Action plans are defined already in the training room to allow the participant to evaluate his progress against his own standards in daily life
  • In a one-to-one meeting, the participant and their manager discuss and define the goals to be reached with this training
  • Only if the participant knows what the manager and the employer is expecting from him, they can work towards the expected results
  • Lively, interactive training days are the backbone of the learning journey.
  • Positive confrontation and feedback stimulate to change the behavior.
  • Interaction within the group allows to learn from peers in a safe yet challenging environment
  • Smart and easily accessible reminders of key lessons learned.
  • Customisation possible.
  • Online survey which gives participants a clear view on the impact of their own behaviors.
  • Gets stakeholders around the participant involved in the learning journey.
  • Creates favorable conditions to give and receive feedback.

Related Blogs

Sales Training Techniques: How To Leverage Today’s Technology to Drive Home Old-school Tactics

There’s no denying it: we’re living in the new digital golden age. We consume quickly and on-demand. Remote working is here to stay. And no one thinks twice about how words like ‘Zoom’ became part of our lexicon overnight.Social media has made the world smaller by making our online community larger, enabling us to be more connected than ever before. The more friends and followers the better. The more likes and comments the greater the clout. Dopamine is just a click away.Yes, technology is rapidly evolving how we interact. But there is one form of communication at risk of becoming completely extinct, and it’s the very interaction at the crux of traditional selling: talking on the phone.

B2B Sales Techniques That Embrace The Human-Centric Side of Selling

You may be immersed in a jargon-heavy industry, but that doesn’t mean you have to like it. Of course, you need to understand it; that’s a part of your job.  But then you need to push all the jargon you’ve ever learned to the back of your mind and focus on the task on hand.  Why?

Sales Management Training & the Importance of Leadership Style Agility

What happens when a high-level sports team is doing badly? When their losses outnumber their wins? When they face relegation?  Do all the players get fired?  Of course not. Instead, the person responsible for the team’s success pays the price – usually with his job. That’s right. It’s the manager who takes the fall. You might be thinking, “That doesn’t seem fair. If the team isn’t performing, it’s the players who should face consequences!”  It’s true that a few new star players never hurt a team’s performance. But who’s in charge of hiring?  If it seems cutthroat, it’s because it is. But leadership has always been serious business.  So as a manager, how do you make sure your team gets results? And what’s the key to being not only a successful manager but a great leader?  JFK once said, “Leadership and learning are indispensable to each other.” If that’s not a great case for sales management training, then we don’t know what is!