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KAM – Everything You Need to Know in One Day Masterclass Seminar - example

This deck sets out the content for the one day KAM Masterclass Seminar

In its current format, the Masterclass is composed of six core topics to equip the Team with a 26-week Action Plan

The content can be adapted to meet the specific needs of the team and each core topic can be expanded as required

July 2016

Masterclass Series


Background

- This Masterclass presents a one-day skills development seminar aimed at the senior managers and the Account Management team

- The day is full and intense and requires interaction and participation from the Managers – the specific content can be tailored and adapted to suit the team

- The Masterclass can be delivered at a time and location to suit the company

- The aim is for the Team to leave with a self-developed actionable plan to apply the principles discussed which will result in measureable business gain

- The content is underpinned by established best practice – in other words this is what we would expect to see from high performing Account Managers and Teams

- In its current format, the seminar offers a rapid review of the core topics - with some teams it may be better to focus on fewer themes in more depth


Format for the day

- The day is divided into a set of modules

- Each module will discuss a core Account Management theme

- Each module uses the following format:

- Introductory presentation – the main ideas for this topic

- Illustrated case study/studies to illustrate the main ideas

- Review of the core questions which the KAM must be able to answer

- Group discussion to consider the core questions

- Review of the learning and key points

- Action from here – each KAM will prepare his/her Action Plan

- The style will be to encourage thinking, questions and discussion. The underlying aim throughout will be to encourage the Account Manager to take the core points and learning and apply them to his/her own business to produce an actionable plan


Core topics for the day – at the close the Team will have answers and personal action plans for each of these questions…

1. Best Practice Key Account Management What do the the most successful Account Managers do – how do I score?

2. Creating a Key Account Partnership What is a Key Account Partnership and how can I develop one with my selected KA?

3. Beyond the ‘Buyer’ – Customer mining & penetration How do I develop the relationship with more senior managers and across disciplines?

4. Key Account Knowledge and the Key Account Growth Plan What knowledge and understanding must I have?

5. Selling Value What is value? How do I find it and sell it?

6. Developing our Competitive Positioning How should I use my knowledge to differentiate my company and my offer?

Applying the Learning – the next 26 weeks How can I apply this learning to grow my business and develop myself?


1. Best Practice Key Account Management What makes the good so good?

Key Points • Not all companies are equal - some enjoy much higher levels of success – more

successful companies have changed the nature of their key customer relationships • The role of the Account Manager in leading the growth • The capabilities of the more successful Account Managers:

• The will to win – The right attitude from the very start • The will to lead – The KAM as the Leader • The will to learn – The KAM as teacher and student • The will to challenge the current thinking – danger of paradigms - The KAM as the

agent of change • The will to find the creative solution – The KAM as problem solver

Illustrated case studies • New Zealand rugby team; Johnson Wax – KAM as leader; Constant improvement; David

& Goliath – changing the paradigm; Creative example via logistics

Core questions • How do I score? – my view • What would my colleagues and customers say? – 360 review • What opportunities do I have right now?


2. Creating a Key Account Partnership Not everyone can be your best friend

Key Points • The challenge of the market – the customer will continue to demand more for less • The paradox of the market – yet in any sector a few companies and AM will be

outperforming others – why? • The five levels of customer relationship – characteristics of each level • The concept of the Preferred Partner – the ultimate level • The measure of a Preferred Partner – how do you know when you have one? • Cost/benefit - the importance of selecting and working with the ‘right’ customers

Illustrated case studies: • Retail cpg/fmcg - WalMart & P&G - changing the nature of the relationship; Restaurants

- Tyson Foods and Wendy’s – developing a true partnership plan

Core questions • What are the implications for me and my company? • What are the characteristics of the KA Partnership for us? • What must I/we do to move towards the Partnership model?


3. Beyond the ‘buyer’ - Customer mining & penetration The Buyer buys – who really decides?

Key Points • The concept of mining and penetration – the distribution of knowledge • The importance of getting beyond the buyer – where is the decision taken? • Understanding the overall buying process – recognising the stages and their needs • The difference between responding to a brief/rfp effectively and influencing proactively • Mapping the customer’s formal and informal decision making process and people • Defining the roles of different departments and managers at different times • Preparing a holistic contact plan driven by roles, interests, needs and influence • Defining how we should assess the strength of the relationship Illustrated case studies • Getting beyond the buyer: Sweetheart & Nestle – unlocking hidden value; From

commodity to unique product – Sealed Air/Cryovac & Charal; Engaging with the customer’s customer – DuPont and the value chain

Core questions • How shall I create my communication plan? Who, what and when? • Who else should be involved? • How do I extend and develop my customer relationships? • How do we become indispensable for the customer?


4. What do we need to know? Key Account Knowledge and the Growth Plan It really is what and who you know

Key Points • Knowledge and power & knowledge and results are inextricably linked • We need to understand the implications of changes in: Market - Competition - Own

company - Key Account • The idea of ‘static’ knowledge i.e. the standard information we hold to provide an

understanding about the customer (generally in the CRM) and ‘dynamic’ knowledge i.e. knowledge which leads to understanding the customer’s drives and decisions

• Dynamic knowledge is the key to success and can be considered in terms of - objectives, plan, needs, concerns

• Avoiding the problem with most KA growth ‘plans’ – they are simply a collection of ‘static’ facts combined with our own internally generated targets

• Criteria of the best practice Growth Plans – Scorecard • ‘Aide memoir’ template to outline the core questions for the Business Growth Plan

Illustrated case studies • Industrial packaging – SCA – knowledge is power; Consumer packaging - Lilly Cups &

McDonalds – value through knowledge; Retail – P&G & Target – don’t assume

Core questions • What else do I need to know about this Account? • Where will my growth come from? • What must I do to develop this knowledge?


5. Selling value Who values value?

Key Points • Introduction to the concept of value – we all talk about it but few can define it • We all claim we deliver it yet few customers agree – recent survey evidence • If it all comes down to price then we are not selling real value • The demonstration and definition of value – it is determined by the customer • Different customers and different managers perceive different value • Valuing value - what is it really worth? • How do we know if it is really valuable? Challenging our and the customer’s view • How do we sell the value story?

Illustrated case studies • Consumer value – Nike – not the product; B2B value – Ariva and printers; Mars and

capital goods – from products to services

Core questions • Select one customer – what is value? What is it worth? • How can I enhance the value we deliver? • How can I sell the value story?


6. Competitive differentiation Being good is not good enough

Key Points • Introduction to competitive differentiation – your main competitors are very good • The three core methods of competing • Much of what you see as differentiation is not • Why successful differentiation is rarely driven by product or price alone • Thinking like the customer - what do you see? what do you really want vs. what you

get? • The competitive positioning map and process steps – opportunity mapping • Competitive differentiation through creative thinking and real customer value • Testing our proposition - is it really as good as we think? Illustrated case studies • SouthWest Airlines – value innovation; Yellow Tail – change the offer; International

Paper – ‘short circuit’ the value chain Core questions/exercise • Apply the competitive positioning map to selected customers • How differentiated is our position? • Where are the opportunities for differentiation? • How can we test them? • What are the implications?


Applying the learning – the next 26 weeks Actions speak louder than words

Key Points • Review of the main points and highlights from the day • Review of the Module summary notes completed through the day by each Manager • Each manager will complete the Personal Action Plan for the coming 26 weeks Illustrated case studies • KAM as Leader and Influencer - Leading the Dance; KAM as Team Player – Learning from

Geese Core questions • What have been the most important points for me/us? • What does success look like for me? - What do I want to see in six months? • How will I get there? • Specifically what will I do? • What support do I need? • When will I meet with my Line Manager? Close


Agenda – each topic is a mix of presentation, illustration, discussion, exercise and planning

Evening before 18.00 – 20.30 Working dinner – Introductions, customers, challenges 08.00 – 08.15 Introduction to the day – format, Work Book, outcome 15 minutes

08.15 – 08.45 1. Best Practice Key Account Management 30 minutes

08.45 – 09.45 2. Creating a Key Account Partnership 60 minutes

09.45 – 10.00 Break 15 minutes

10.00 – 11.00 3. Beyond the ‘Buyer’ – Customer mining & penetration 60 minutes

11.00 – 12.30 4. Key Account Knowledge; the Key Account Growth Plan 90 minutes

12.30 – 13.30 Lunch and break 60 minutes

13.30 – 14.30 5. Selling Value 60 minutes

14.30 – 14.45 Break 15 minutes

14.45 – 16.15 6. Developing our Competitive Positioning 90 minutes

16.15 – 17.00 7. Applying the Learning – the next 26 weeks 45 minutes Close


Supporting the planned action – the Line Manager will support the resulting action “Plans are only good intentions unless they immediately degenerate into hard work” (Drucker)

This seminar is best seen as the initial step or a key part of an ongoing business growth and development plan The Manager will leave the Masterclass with a detailed 26-week Action Plan which is intended to initiate a phase of directed business development The relevant Line Manager is requested to follow up immediately with the Account Manager to review and formally agree the Action Plan The Line Manager should then book time to review progress against the Plan with the Account Manager at least monthly and ideally every two weeks To support this, we shall provide the Line Manager with an Implementation Guide which outlines the support process, the role to support the Account Manager along with templates to assess progress In this way we can ensure that the Account Manager is supported and that the Action Plan is formally agreed and implemented


KAM One-Day Masterclass: Deliverables summary

We will: • Run a semi-formal working dinner session the night before the Masterclass • Deliver the one day Masterclass seminar • Provide the Account Manager’s Work Book to support the seminar (as an electronic

copy) • Provide within the Work Book the necessary notes, templates and so on to support the

work during and after the seminar • Provide the Line Manager’s Implementation Guide to oversee the Account Manager’s

action and progress after the seminar (as an electronic copy) • Provide a summary of the administrative requirements for the venue • Provide the Masterclass introduction for the Account Managers to be sent out prior to

the seminar You will: • Be responsible for the administrative arrangements for the venue • Be responsible for the communication with the Managers and their travel requirements • Send out the short introduction for the seminar to the Managers • Produce paper copies of the Manager’s Work Book • Fund the consultant’s travel, accommodation, subsistence (at an agreed rate)


For more information, contact…

Richard Ilsley Managing Partner Sales & Marketing Consulting Group

[email protected] +44 (0) 7866 471382

www.KeyAccountManagememnt.org

mailto:[email protected]

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