“The concepts, strategies and excellent tools of this course will for sure improve my future business development and my KAM role, I will certainly recommend this course to anyone wanting to improve their KAM skills and wanting to be successful in this role.”

Kuba Morris
Hospital Channel Manager, Nutricia

Managing The Relationship
17/18 September 2019, Budapest


In this session we will explore the customer’s decision making process and how you can positively influence that, using plenty of analytical and influencing tools. We will also look in to how to involve, engage and get support from your own colleagues and managers, in order to establish/set up an effectively working cross functional KA team (so called a diamond team).

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  • Understand the purpose, benefits, requirements and implications of AM/KAM
  • Assess your current KAM status and identify the most important development needs
  • Be able to manage the customer relationship towards planned goals
  • Be able to identify and influence the customer’s decision making process
  • Be able to plan and implement a cross-functional contact strategy
  • Develop responses and plans designed to achieve Key Supplier Status
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DEFINITIONS, PURPOSE, BENEFITS AND IMPLICATIONS OF KAM

  • Chains – The customer’s place in the market chain, and where and how our products and services provide solutions, so understanding our true value
  • Snails – The nature of the customer’s decision making process and where we can make a positive impact on that process
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PLANNING AND APPLICATION WORKSHOP

  • Draw out the full opportunity chain surrounding the target customers
  • Identify the nature, and members of the customer’s decision making snail
THE RELATIONSHIP DEVELOPMENT MODEL

  • Moving from hunter to farmer mode
  • Moving from bow to diamond teams
  • Team and individual GROW’s (Goals, Roles, Obligations, Work Plans)
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PLANNING AND APPLICATION WORKSHOP

  • Identify the ideal diamond team
  • Draw up the appropriate ‘Team GROW’s’
  • What implications does establishing a true diamond team have on the structure, organization, and long term selling models, reporting lines, levels of authority, communication and etc?
ENTRY STRATEGIES SELLING TO THE ORGANIZATION

  • DMU analysis
  • The Contact Matrix
  • GROWs (Goals, Roles, Obligations, Work Plans)
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PLANNING AND APPLICATION WORKSHOP

  • Draw up the Contact Matrix for one of your own key accounts
  • Draw up the GROWs for each team member
KEY SUPPLIER STATUS THE PURCHASING REVOLUTION

  • Supply chain management, Centralized purchasing organization
  • Supplier evaluation, supplier positioning, and supplier rationalization
  • The pursuit of measured value received
PLANNING AND APPLICATION WORKSHOP

  • Identify the key issues in your own key accounts
  • Identify measurable, relevant, and rewardable value based propositions
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