KAM - Key Account Management - made simple | Amaro Araujo | Skillshare

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KAM - Key Account Management - made simple

teacher avatar Amaro Araujo, International Sales Key Account Manager

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

15 Lessons (58m)
    • 1. KAM promotion video

    • 2. Kam intro lessons

    • 3. KAM generalities and background

    • 4. Sales Approach and AM Spectrum

    • 5. The Journey where do you stand

    • 6. Decision Making Units

    • 7. KAM vs Traditional sales force

    • 8. Making it happen

    • 9. Contact Matrix

    • 10. Supporters and opponents

    • 11. Marketing Plans

    • 12. Swot analysis

    • 13. AP

    • 14. Customer Classification

    • 15. Course wrap up

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About This Class


UPDATED regularly with new support material (PDF/PPT/VIDEO). Includes more than 15 extra support files.

KAM - Key Account Management is not a monster or something extremely high level and complex.

It's a process. A sales process. It just needs to be understood and put into perspective in relation to your portfolio and sales strategy.

And you can make it complex if you want, but there's no need.

In this course I'll explain in plain english and detail all about KAM (Key Account Management).

From the background and fundamentals such:

- What is KAM (Key Account Management)

- Why/when/how should I implement KAM (Key Account Management)

What are the implications and benefits of implementing KAM (Key Account Management)

What resources do I need in order to do it successfully

The steps and different stages of KAM (Key Account Management)

The portfolio classification and distinction

The main differences between a traditional sales team and KAM (Key Account Management) approach

At the end of the course in the bonus lesson besides templates and many support material, you'll find some slides explaining how this course can help you on your career.

Meet Your Teacher

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Amaro Araujo

International Sales Key Account Manager


Related Skills

Business Sales KAM

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1. KAM promotion video: So you've heard about the account management or come you think that it's something very complex and very high level and you're under If if one day you to learn it or if it would be useful toe toe, apply in your cells role here, I will dismissed. If I key account management, it doesn't have to be complex. It doesn't verify, have to be very high level. It's a process with different, uh, levels off implementation and that you can assess if it's worth toe implement in your company. My name is a mirage. I've been incorporate sales for more than 20 years. I've worked for some off the World Cup companies like Shell, Fujitsu or inhales. I've dealt with customers from different backgrounds, different countries, different regions or complexities. And with some of them, I've applied cam approach. What you have in this training, his practical stuff coming out from real life situations. Therefore, I designed this course toe all those that want to enhance their sales skills or that want to check if it this is worth toe implement in their in their cell stems. By the end of this course, you will have a broader can vision. You will understand the purpose, the requirements, the implications and benefits, the resources that you need and different components process returns on the investment of implementing or not. This approach the courses designing layers. So it always heading up one to the other like a wall. Well, where all the bricks come together, I will follow up every model. I will not just share information, but I will explain and be by your side. And at the end of each section, I will have a rep up so that the most important parts stick the ideal student for this course, our sales professionals, business students and professional from other areas that want to shift into sales as well as entrepreneurs or, ah, team leaders and marketing people there know particularly requirements for this course besides the minimum understanding off business and sales process. So I hope you join me in this course. Kiick and management, where I will dismiss, defy the key can management process, put it on simple terms that you can implements. So if you want to take all your doubts, worries or ah or questions about key, can't management joined these course? I will be a pleasure to share my knowledge and experience. You do. In the end of this course in the resources section, you will find also a couple of slides to explain you how this course can help you in your career. Don't miss it out. 2. Kam intro lessons: Hello. Another rouge here in this video to explain you how this course come. Key account management's made simple will be done during the course. So you will find here the content, the structure which lessons and topics how the whole course is done. So join me. These are the lessons that we will find in the course You have the basics, the general conditions for a come approach or implementation and that means the definition . Why come, what is Cam and fundamentals? Then you're gonna have the sales approach and the count management spectrum. So there are several levels of account management on you must be aware of them to know which one you should implement. Because of course, it's step demands different resources. Then where do you stand and how do you take the journey? So what is your cell structure so far? And how can you if you are using camp to a some extent or if you could improve it along the way? The decision making units and processes how at the end of the customer decisions are made, who makes them and how can you be aware in influence? All that process, the traditional sales versus can task force. Let's call it that way because cam will oftentimes their demand more than one person. The traditional sales versus can task force very minded toe. Oftentimes cam will demand support or interaction from different departments. And they called us internally and also to Kozma. Site your current position in your desired position where you are with a certain accountant where you want to be, and so tools, processes, systems and support material. All of these you will find in the course, of course. So during the all of course I will. I will make it in such a way that India and you will identify if if and when it makes sense to apply a come approach or implementation. All the lessons are video based. Oftentimes I will. I will share my screen to show you what's what are the specifics that you should take into consideration. I will never leave you alone reading information. I will go through it. I would go through the course with you. I will also have some quizzes along the way, and this is not toe judge or or test your knowledge, but toe try toe make you implements what you learn along the way in this course to make it more practical at the end of the lesson, and at the end of the course I will have ah, wrap up with all the information or the most critical information that you should hold in your mind. These will be also available in PdF format so that you can load and it would you. And of course I will. It's a lot of, ah, support material. Don't forget, I'm here to help eso if you have any. Any challenges, any questions, any suggestions? Please use the common session off the course, and I will be glad. Toe help. Hope it sounds exciting. Join the course and let's dismissed if I the key account management approach. 3. KAM generalities and background: Hello and welcome back. So here we go into this journey about key account management toe. Make it simple, and it is simple in the end. Therefore, the first lesson is about generalities and the notions off key. Can't management What is cake and management? Often times we have this idea off something very high level on. There's no need to complicate ah process that it's not complicated shown itself. Yes, it's it's can be, can be heavy can be complex if you make it so. And depending on the kind off level that you're that you implement. But, um, with right knowledge sent with the right background, you'll find out it. It's not such a big monster. So come is a relationship management process driven by sales professionals, and the plight was standard models. There is a model in place. And then, of course, the bending off, the Kozma specifics and the bending off your intention, customer intentions, strategic intentions he will define, which is the best approach for for each account. When you know that the basics, then everything comes much easier. Come is a long term investment. If in your portfolio you have a petition protesting customers those are not a target for it come approach unless they change their their business specifics and the and you see opportunity toe. Explore further your relation but can is somehow time consuming, and it's somehow mid long term view for strategic relationships. Toe come allows you to explore customer potential and to where improve your position in a sort of customer. But it's not a one sided program, so the customer must also participate or at least be aware off these intention of yours With come approach. You really need tohave to the developed a really high level of understanding of the customer business. The specifics, the challenges, the better You know them, the better you can apply, come and better, or they hire the returns that you can have. So why should you apply camp to your sense processes because it will allow you cosmic consolation in power. When you have a more strategic position within a customer, they have more difficulties toe switch to another supplier. They have more difficulties to change supplier or toe jump all enough because of the relation that we have built in because of solutions that you have accomplished with this process, So why is come used? Cam is used because more and more customers, depending of again in your portfolio, you will have different kinds of customers. You will have opportunistic. You have customers that are already on mature level without further development or opportunities to explore. But you have also customers with very high potential where your position is not high and probably you have some very important customers. And having this aggravation allows you to determine which customers should you target for a come approach and what would be the implications in terms off resources applied and returns on investments, there are certainly number of customers that once ah, Toby part off calm process with their suppliers because these leads to a higher level of trust. Higher level off. Ah, security of supply, A higher level of transparency. You see more and more that this problem goes, why that accrues original goes even global. You can have come approach toe not only the local on office, but with with the mother house in other different countries and different regions can allows you to structure also that kind of relation so come allows you to come up with solutions that will lock in the customer, and that's why it's Ah, long term process or relation. It will have some time for investment for, for for a sensing and assessing each other's needs and constraints to come up with solutions. And therefore people will not throw away all that investment and all the benefits of the solutions found to implement cam. These are the fundamentals. It depends on the nature of the customer, the nature of the opportunity and the nature off the supplier. So depends on your strategic intense depends on the strategic intent from the customer and the opportunity that lies there. If you have a customer where you have already good market share and where you have a very simple ah business model, why should you had complexity? Don't do it. But if you have a customer with very high potential and your position is very small, why wouldn't you explore that potential come up? Which serious man toe to propose them more strategic relationship? These are the basics off camp. Why come? What has come about? What are the benefits and the benefits are always, of course, translated in. Return it off the investment and so berry mind. There is investment from your side in people in time and in resources as well. Okay, let's go toward the next session for sure. You'll have questions. You have doubts and park them a little bit because probably they will be tackled in the next chapters. And if not, Indians just send me your your questions, okay? 4. Sales Approach and AM Spectrum: welcome back. So here we go for the the typical sales approach in the count management spectrum. The typical sales approach you have normally three situations. You you have the milk Runner in this, of course, it's, ah, symbol and image goes around with the daughter door to his usual customers, dropping the daily milk and coming back home. There's no more potential to explore, and there's no more complexity to it. Simple business. Then you have the hunter, um, the guy that goes out to find new customers toe toe grow business to grow your market share to Gloria presence, and that needs to be done on a quick and dirty way Normally, and then you have the farmer, the guy that goes out, nurture his plants and takes care of them. Um, takes time with them, and this is called, Typically the farmer. There's no better or worse. There's no why shouldn't we have? Only they don't have only one off the does have a mix your port foal. You will benefit from having a mix because the business is very cyclical, and sometimes you are long creed or a with your product or services. Sometimes the market is the market conditions are and in your favor. Sometimes they are. So you will need all these options toe accelerate or reduce your business speech and all these options are important toe have in your portfolio. And of course, within these you will have to make a selection off which potential customers could be targets for key account management approach. And here you have the spectrum or the different levels off key account management. Off course. The higher we go, the more the more strategically becomes, but also the more resources it demands from you and the customer. And that's why these needs to be. The Kuzmin needs to be aware that they are a key account s so that they can also contribute and provide you information provide you were sufficient sufficient background so that you can really explore your potentials to tackle their their issues and toe bring them solutions. So these are the different layers different levels off the account Maginness management spectrum, and it's all related toe your strategic intent and the customer strategic intent. So if if your strategic intent is very high, but the customer intent is low, you will not creates a very big Tim. A lot of resources that in the end the customer will have the door only health open, and you will not benefit from all that investment that you have done. So it needs to grow side by side or at least grow with acknowledgement from the customer debt. Yes, they are willing to share technical information. Yes, they are willing to share financial information. Yes, they are willing to grow with you otherwise would be really very tricky toe. Implement a team on your side that's will not have the chance toe to have a counterpart on the other side. So look, it's at the frame here. It's very self explanatory, but I have to think about it and link it with your own business. And let's imagine that you're heavy. Have one big customer that represents a big part of your business. And, of course, in that case, really kick and management would be We really recommend it side by side with their openness to do it. Think about your part fall, you think about how can this be applied to report for you for it? Several customers do. These will not apply at all from a few customers. Maybe you can implement one or two, or maybe you have already in place something similar. But you don't call it or you don't don't use to call it cake and account management. That happens very often. Things are done just by default without labeling it. But in the end, probably the approach is more or less similar to a kick and management or early career can't management. This was lesson number two. Let's carry out here. In this slide, you can see even better how each step of the key account management spectrum is build off. Um, if you can. If you can zoom in, you will see that in the first step you have a sales. Your sales rep is in direct contact with a chaser, and on each side they are internally in contact with the different organization departments . So the Porsches ER, is the direct in direct contact with their technical quality, Um, finest and is your is your reporting line and your sales person is also in contact with their internal technical production quality. And so purchaser and seller are the only interlocutors in this process, and they have in their backs let's say the rest of the team. But they are Joel interlocutors in this process, it sees the early account management spectrum on the second level. We have the seller again is ah is ah reporting line from all the the internal departments, technical quality production, etcetera, etcetera. But he he's already in direct contact with the customer, technical quality production, people and mama. This is only done with knowledge and consent. Mint off the purchaser. So the purchase. It doesn't want to be involved in the discussions and gives you direct access toe all these people in their organization again, Don't forget openness. It's crucial openness and availability to cooperate is crucial, right? It wouldn't work. That's why it's important to know that both butts no, that we are implementing this process. Then as we go up, it will see that it evolves. Always this kind off the communication of the interaction evolves toe the optimum level. That would be that the technical finance production quality counterparts from the customer are in direct contact with your technical production quality people. So they are indirect, prompted with each other, and you remain only in contact, which the purchaser, but in this process, there must be a lot of trust, a lot off openness and ah ah riel riel willingness to make this process work because oftentimes purchases are kind of gatekeepers. Um, that's a bit old school in our days, especially when you want to go for a strategically relationship. You really must have all these departments working hand in hand because it's much more efficient instead of having somebody filtering or wasting time along the chain, which having always an intermediary so the best is to avoid all intermediation and puts direct departments in contact with each other and having customer and seller discussing what really matters. That is about the commercial conditions for the agreement. So this is the top level off the key account management, so called diamond team. So as you can see in here in this kind of process, you're not. You don't have only the cut the seller and buyer in direct contact. Other teams must be involved in this in this process. Are there other people being technical quality process finance on the the appointees and as you grow in relevance off the strategic intent from the both parties, the point is to not create a very complex system. So if it's if it's, ah, depending on the complexity of the customer and the complexity of the business involved. If you can be the report off your intelligent departments, keep it simple. But if it goes to a certain level where there's a little different directions and there's love off technical discussions going around, put directly. But NUS, off each company in direct contact remain Onley in the background, a za kind of manager of all this process. That's what it is about key account management. So you are the manager off this process and and focus on the most important parts of the commercial terms but having these people in direct contact. So there's all this different layers on that you were that you can choose, depending how the situation is evolving and depending hard strategic intent from yours and from the customer accents 5. The Journey where do you stand: Where do you stand in the in the journey? Where are you in this? In all this? Let's let's see all these things. Four steps in more detail. Okay, so we have the early account management, and here you can clearly see that you have a main contact. The seller. Whoever meant contact the buyer and these two guys are the only the only ones in contact from from the each company and maybe the in the background they have toe interact, which, with marketing administration operations, etcetera on, and for some choirs, but they are the only ones in direct contact with each other. Is no more people involved in this? So this is the so called early account management. It's ah, it's a bit more simpler. Yes, records some some time and dedication from the account manager as he has toe toe deal and interact with internal departments and revert back. So he's not an expert from marketing or administrations. We have to be the the intimate here in this process, but normally and this he isn't a very heavy or demanding customer order. My otherwise you would move toe a different layer, and the different player is on this one, where the account manager remains the the focal point for all these apartments that is already in direct contact with the counter, the company, the current, the customer, different departments. So the buyer granted him access, and names and contact sort for the different departments so that the seller can interact directly with them. It shows already some more openness from the customer. So this sailor is not a gatekeeper on. And it's a tricky place to be because in this case, the account manager has a heavy role during with all these internal departments and stealing directly with all the departments from the customer, but can be a transition. Ah, transition period will come from below level to a higher level, and then we have what we call the early key account management. So if you remember well or if you see it ah, if you go a big, uh, backwards. We had the first stage waas Early account management and this work would talk about key account management on and here we have a buyer and seller our, um, again in the middle. But there's there's already communication between the different departments from the both companies. They are just in between filtering it. You are aware of it, but they are remaining in the centre off the process. So even if there's direct talks from thes Marketing administration operations departments, they are still holding and and leading this process, there's no right or wrong. It's again. It's always up to your specifics and specifics of your business and your customers to know if this is the best way to do. We can tell me you could argue. Shouldn't Department's deal directly with with interference off the buyer and seller? Well, the thing is, the oftentimes buyer and seller they like to remain in control. They like to remain the most influential piece in this process. They like to remain still feel to ring. Sometimes information that that marketing administration operations people Sometimes they don't know. They're not aware that certain information can't can show some weaknesses from one side of the other, and therefore they are still there, filtering all these flow. And finally we have we have the diamond, the key account management and the key account management means that all departments all I need it, obviously all the apartments from the customer and from the supplier interact directly. They have direct access to each other to exchange your doubts and questions on developments on projects you name it. And buyer and seller are out off such discussions that can be involved just just just for in fourth. But if the communication flows normally in freely between those two departments and buyer and seller, they focus just on the commercial terms, on the issues to tackle and on the contractors. And this is the beauty of it. The thing is, it sounds pretty, pretty much obvious. But to reach this level well demands a lot off work, a lot of preparation and a lot off convincing and support from management to get into this thing stage because he will need the acceptance from the other departments. Toby part of this because they will be involved because they will have to interact whenever the customer needs all of these apartments. And of course, this is not will not be daily interactions. They get changes that this is not supposed to be, although in the paper sons heavy, you will have probably one or two in directions in six months from each of these department , so it's not such a heavy thing, but to convince internally, um, to commit internally that these teams should be available to support the business, you will need a key account plan toe. Justify why this effort, and to justify why these implementation of Kika management would be the right one for your company or four. Disgusting. Because in the end to remember, Keegan, measurements should be applied always on the case by case basis. There's no there's no one fits all. All customers are different. All business are different. Your business is different than mine, and you should know when it makes sense and when it makes sense to go upto which level Okay , so he once again you see the old spectrum, and now you can understand the different levels of each. So the 1st 1 He's, uh, early account management, not kicking it. Amendment management is early. Can't management? It's 111 That's it. That's what is visible. The next one. You have the seller in direct contact with all the different buttons from the customer. On the next level, U F the apartments already exchanged with themselves but by and seller filtering and off serving old exchange going around and on the final level. On the diamond level, you have different departments exchanging with themselves directly, without no interference from the key account manager or the purchaser and purchaser and seller are just focusing on commercial terms. Commercial agreements, contracts, etcetera, etcetera. Makes sense. Is it complex? Depends on the complexity of a business. And there's no need to make it more complex entities again who always need an assessment off to check what is justified. What money are you losing or what position you are you looking at the customer If you don't implement this kind of approach Clear, don't worry. If it's not clear, we have more information. And again, maybe when all these combined is known to you. Maybe it makes more sense. So don't worry. If there are some doubts, join me toward the next session. It's shot lesson. I just want to highlight 6. Decision Making Units: Listen, I just want to highlight a very important point. It's the decision making units, and it's very important for you to know who is in the driving stick because very often the purchaser shows in sell himself as the the important person in company is the the ultimate decision maker. But oftentimes or most of the times, that's not the case. Ah, they are. They are just 21 off the pieces involved decision making, but there are many others involved and sometimes is even not the one making the decision. You can have technical people, you can have production people, you can have even financial people. And ah, I'm acting people influencing ah this process. So you have to make a kind of assessment off. Which kind of buyer you have in front of you is the Is he a gatekeeper? Is he a specify ire is Does he had a really literal or easy A service fire? And he says to do as well with the level of interests and level off involvement that you see from the buyer because if the level of interest is low and if is very lowly involved, if he doesn't dedicate you tool that too much time, and then you know it for sure that this is kind of a gatekeeper. That, or that your product is not, is not strategic for them. If you have a specify rare, then the level of interest is higher. Um, even though their involvement is not so high and because maybe they are blocked by other people in department. If your product is strategic to the customer, you will find it out because accustomed, the purchaser will be pretty much involved in the old process. Will be, uh, will be asking for information will be exchanging, will be interested in the market developments and the all that shows you that even if he will try to take price Oh, are the discussion toe pricing on Lee? If he dedicates a lot of time and if he's too much involved, that means their approach. Your product is very important for them, and you should explode it in this. In this chart, you can see the different levels and what you can imagine. What does it mean? Each in its your and it's, um, block. What does it turns later toe. If you ever literal level of involvement that that is high. But the level of interest at this low, that's means that means that they are just buying a service or something. Some product that is important for them, yes, but not strategic. All this will also trigger you. What? What level of dependency the customer might have from you makes sense. Let's go to the next month. 7. KAM vs Traditional sales force: and what? What is the difference between the traditional traditional sales task and the camp task? So the traditional sales task is more is more, Ah, quicken dirt by one hand or more simply, fight a kind of kind of, ah, milk runner Ah, business model And the camp task is more strategic. Long term for Was it on innovation, creativity, intra preneurs ship and there's no right or wrong from any of those and in most cases, ah, camps. Ah, we didn't report for you. One sales executive might have. Let's say, on average, 2020 opportunistic customers with whom you don't spend a lot of time, you might have 10 loyal customers, important partners, and you might have five key accounts. Eso You cannot have a lot of key accounts, and you should have a good balance off key accounts off strategic accounts off pianistic accounts. You need mingle of this, and there's no right or wrong, and there's no the normal states sales approach is not good or is not professional. That cam is the way to go. You cannot implement Cam throughout all your customers. There's no way to do it, and each sales person should have, on average max three. Key against 35 max. Key against because this is, ah, time consuming. This is complex and and he will need also the other accounts to build up for his for his targets. Volume, sales, volumes, margins. You cannot have all the key accounts, or you shouldn't have only key against unless you have a dedicated team off only key accounts and another team for for a normal sales approach. No right or wrong. The point year is there's no reason to label one or the other. Better or worse. It always depends on your situation, castle situation and the opportunity. Okay, these are the main differences between one and the other. 8. Making it happen: question yourself and to question your portfolio are of your self esteem. The journey. Where are you now? Which models best describe your relationships? Do you have a week early Account management in place. You have milk runners, farmers, hunters. It's important to know where you are because then you can. You can start. You can start questioning where you wish to be. What is your ideal relationship? What or how much of resources will you need to implement? UH, key account management approach? Do you have customers that you can target for this process and how will you get there? What for what form off team. What form? A response. What what form off support would you have toe put in place a key account management process what returns you have. So these are all questions that you need toe. Ask yourself, and so they don't need to be to be a pain on, but a good, healthy exercise on How can you optimize your portfolio with the results that you have for if you need toe toe toe onboard, new resources? Is it worth if there's potential for your market or your customers on? Your prospects were not but at least you have the sufficient information to know what one or the other would demand. And as you saw in the in the different layers off account management, this is a journey. This is an evolution, not a revolution. You will not change completely overnight, the way you treat your customers or the way that you deal with with your sales processes. No, this is a smooth transition, but it's important to pretty fine and targets. Which customers do you want? Toe, toe use cam approach and then you start from the basics and you grow it. Ah, according to your resources, according toe, the willingness of the customer and according to the opportunity that you see this is a partnership. Key account management is a partnership. It's important to know how willing they were on board on this journey. Then you also need some tools to support you during this journey. And these tools, I will share them as well in this course, and they are part off how you evolve on these different layers. He will have different, different tools to support you along the way. And so how do you make it happen? Well, you have the cosmic classifications and customer distinction table. Andi. This is one of the first steps that you should take to cigarette your part for you to know which are the ones that are worth or that if value or opportunities to explore. And which resources will they demand on you? Have them? They are they willing toe bottle that So this classification and distinction is really important again available here. Then you need to have a customer analysis their purchasing strategy. They value drivers their growth strategy. You need to know this in advance so that you don't put in place a team and start a process that will be that within six months. Doesn't make sense, then developing the value, propositions of the value chain, the shared future, the customer activity cycle and joint planning. So all of these must be done hand by hand with the customer on Rio, open exchanges with the customer. You cannot develop this on your own without having but some input from the customer toe come up with developer position. You cannot come up with a value proposition without knowing what are the rial. Pains are issues the cosmos is facing and for that you really needs including direction with their different departments. And of course, another tool that you can use and it sure lose is the key account plan. So it's a pretty fine What? What are the weaknesses without strength? Totally opportunities. What are the risks that you have a certain customer? What are the strategies that you will define toe reach? Which targets and which targets are you are you aiming for and which time I with which resources will you apply to? That all that is laid out on a key can plan also part of the key account management, and it's a very important tool. Toe capture to capture all these aeltus exercise and it's will be a kind of ah guide that you'll follow along the year toe the implementation of the cake and management. Now let's go to the more practical stuff and this is where you really have to work. You have to think what do I hope to achieve through the practice of can? So what can be the benefits of come? Ah, in my portfolio, in my within my sense team be practical don't just implement come or come up with this idea . If if you don't have made a pre assessment, is it worth? What is the possible returns? What are we missing that is out there? What are the three most important lessons to be learned out of this journey? What we want toe to learn. So start with one or two or three year customers on Lee and find out if you, if you are able to really implement this kick and management approach, are your the apartment's ready. Are your teams ready? Think about anticipates what could be the three most important lessons before you start the journey, and what things could you do toe Make it work to support can try to be as tangible as possible within the timeline. Within the resources we didn't even training of your chip off your people Think about all these things that fly around and don't think about Onley. Ah, plan the process of system without having a proper backup in terms of resources, knowledge, expertise ah, systems. Also, the readiness of your departments and company toe one born in this process have these in minds before implementing this cake and management program. So a lot of information I'm sure eso I would recommend you once in a while and go back toe to the beginning of the video. Take notes. It helps a lot toe capture information Very important. Try to a linkage with reality tied to link it with your Kozma portfolio and sales team. This is really important because if you keep it only on a theoretical level, can sound can sound from something nice to have. But it's only when you link it to the airport, for you to a certain customer that you can see the value that you could eventually extract from from the culmination of key account management that get. 9. Contact Matrix: This is the contact matrix, another tool that you can use when you are evolving on your account management or key account management. From the process on here, we'll use these metrics to define who speaks with who in the other team. We'll find out wide interlocutors for the technical people, for the quality people for the finest, and you will build up these matrix and you lose this when when you are really it its key account management implementation. You discuss which the purchaser and these people in direct contact with each other of force . You are aware off the discussions who are one of the topics, but you don't have a direct intervention in here. 10. Supporters and opponents: this one here can be very important, because using these metrics can help you to define who at your customer can be. Your supporter can be a question supporter. Open it or construct if critic. So it might be that the purchaser, for instance, is pushing back the quality. People are kosher supporters, but for instance, their technical department is very supportive. Eso it's important to know who they are identified them, and this is also using, of course, the previous the previous in matrix. When you identify them, then you can leverage their influence in order to change their position. For this, if deeper chaser is reluctant and pushing back and you have therefore the technical people very supportive, you can try to leverage them so that they eventually can change the purchaser position. I think that that shut self explanatory but take a very good look at it, and once again it will be at the end of the course 11. Marketing Plans: Another example that I have here is a sales or marketing plan for the year or fix, and for the region off. This is an example. Once again, you can always shape it and adapted to your own business. Specifics. But what I wanted to do here is to give you a brief overview. Wolf, How can it look like Are there several different layouts for sure that you have the basic off what you should put in there, What you should capture and then acceptable to exploit further or not to put more or less information or if there is information that is not applicable, etcetera, etcetera, etcetera. So I will try to scroll down here just for you to see the topic that I have your current landscape analogy, spare product, vision, plan, conclusion. And then, of course, you will dissect all these these topics. Now this by product, your market share, competition, growth opportunities, challenges without conclusions. And here, as you can see, this watermelon is also there to support the strategy. Defend for this for this region. So this is just a simple example Once again will be there. Don't take it as DC's do must sort. This is the reference I know there are many. Many therefore references adapted to your own business. Put information there that that is important for you. It's useless to put the information just as a template puts things that are important in that people will follow up. 12. Swot analysis: this is the SWAT analysis. You may be familiar with it If you're not, please get familiar with it, because you will need to use it sometimes together with the account plans or even with marketing plans, sometimes only as an independent exercise. But it's very important because here lay down what are the strengths? The weaknesses, opportunities and threats that you have towards a customer or towards a market. And you identify what are the strategies ahead and the timing as well. Eso They're simpler and documents and SWAT analysis. This is, from my point of view, complete one without being too heavy, because you don't only identify what are your strengths and weaknesses, opportunities and threats. That's a customer you also identify. What are your offensive and protective strategies? What is a timeline to implement those strategies? Okay. 13. AP: I will show you know, a couple off tools that you can use toe help you out your key account management journey. I will drop them, obviously the templates in the support material. But I will give, you know, just a small, a brief explanation of what they are, what they are used for. In this case, we have the account plan. You will need toe to build up a camp plans for your key accounts and your key development comes. You need to know where you stand, where you are going, what is the potential benefit and how and when you want to get there. So this is a very short version. There are many varieties of a complaints, and some of them are extremely heavy and in most cases, obsolete because they are just a tick in the box. They demand a lot of time from the key account manager toe to build him up, but then they just lay in the drawer. Nobody looks at them. They are just a tick in the box exercise. This is a short version to the point that can you can grab once in a while to track where you stand And where What are you missing? So this is just a one example of a key account who plan in the document session. I will drop you Not only this one thes example of a camp plan, a short version, but I will also drop you will one bit more extended. Not too heavy, but a bit more extended. It's up to you to do it to choose which one best would see or a business. 14. Customer Classification: And this is one example on how you classify your customer portfolio. So imagine that you have 2030 customers in your portfolio you need and you want to wear kind of a buildup. Then Toe City with your customers are kind off what they represent. Your business. You have these four buckets, key account, key development account, maintenance account and opportunistic accounts. You need to come up with criteria where each one of them sits. Prices. These are just examples. We have toe come up with things that are tangible to your business. Quit your number one the time that we dedicate, for instance, the time that you do you get to a punishing account can be much. Should be much, much less than toe a key account criteria, same story. And of course, it will amount. It will increase askew. Go up. The opportunistic accounts should be normally, depending if it's an opportunity. Accounts in that city have bigger revenues with them. And if it's okay that way that you cannot change it to a more loyal on. Probably need to get some some more time on it. So you really have to adapt it to your specifics of your business. But normally speaking the artistic account imagine that you depend. You spent, Let's say in Canton. Manager spent one hour a week with these guys. Probably. They will spend two with maintenance and accounts. They will spend three with give all of my accounts and four with key against just to review another of magnitude. And then you go, you go building up criteria to help you segregates your cake. So here established the criteria for each of these buckets, and then you pick up your customers and you start placing them. Okay, this one lands here. It's a key development account. This one is a maintenance account, and port for you should be balanced with all these buckets and reviewed annually. It counts. Change performance changed businesses technical and the maintenance account. And there's no this one is better that when his words maintenance account is a very good account. Normally I don't spend a lot of time on maintenance account, and we have a very loyal revenue, and that's quite fine. Opportunistic hands are very important because then they can help you toe move product or service when, when you need it or you can use them toe, just explore and extract margin when the market is tight, so all of them are important. Each one has his own functionality and he's home potential. 15. Course wrap up: Hello. Welcome back. Here we are at the end of our course, and I would stand to wrap up and to make you a summary off the most important points these sees what? What you should retain from the course, in a very nutshell. So in a couple of slides that I will also make available so that you can below them. I will go through the main takeaways for each lesson. And the first we started, which came from the mental. So what is come? What's the definition off kick and management? Why Cam? Why do we use these sales process and the golden rules? When should it be applied? And it's all captured here. Hey, via the definition, why should he use camp? And of course, it's never too much toe. Underline it. The application of camp should be depending on the nature of the customer, that nature of the opportunity and the nature off your own business and the ambitions. Okay, This was the first parts the first lesson of our course. Then we went through the account management spectrum. Weird. The four different levels off cake and management. You start with the early account management and with the diamond teams Key can't management . And again, this is a journey. This is something that is not the revolution. It's something that you evolved along the way. And as you can see, it is very important as well. All these depends off your strategic intention and the cosmos strategic intention as well. So you may have toward three customers where used one of these approaches. You may have the rest of your portfolio on the normal salesforce, or it can will be the same sales person using one of these approaches to a few customers. And there s handling on the normal sales approach model. There's no right or wrong. It's always depending on the basics opportunity, your, um intent and customer interns. Then we're talking about the relevance of the buyer role in this process. Oftentimes the buyer comes to your O. R. He's perceived as the ultimate decision maker, but oftentimes that's not the case is just one piece of the puzzle is the report that in your report, of course, is the one that you talkto but is hiding who he's in the backgrounds taking the decisions, and it will depend off your kind of products that will depend on your kind off service that will trigger the customer level, off interest and the customer level off involvement. And if you see them growing one or the other or both, ideally both, then you can can be sure that your product or service is important for them, that he has a really important role in this process and that you can extract value from that situation. But here in this chart, you can see the different position positions where your purchaser might be. Then we talked about the difference between the normal sales desk and key account management task. This is just for for clarity, off processes one and the other differences difference. They are used for different purposes, and they dement Different resources, of course, is so go through each of them. Identify O R. Link it with your own situation and check where you are using eventually earlier con management, even if you don't level such away. Afterwards, we talk about the journey on and the journey off. Do you kind of management? This is not an if revolution. It's an evolution. So it's important to know where you are where there used to be and how you get there. These are all very fair questions that you should raise yourself. There's no point toe toe. Implement key account management If you don't have customers that would fit Ah in that in that purpose or in that box. So ask yourself, look at your sales spot for you and cigarettes, your customers by level off, relevance by strategic intent, etcetera, etcetera. And define where you are, where would you like to be and how you get there and for the implementation process. We talk about some tools. These tools again are available in the course in the last section in the resources, and these are some of the tools that you can use to implements key account management, so the cosmic classification and distinction will help you out to define which customers should you target toe to use this sales approach, and then for each of those customers, you have to make a customer analysis and you have to develop the value proposition and come up internally with the kick out plan. These are normal action steps when you implement key account management sales approach, and once again, all these support material will be available. All these processes and systems, I will have them downloadable on the course and as well as thes rep up that you can print and highlight. Really, The in here, you have in a very nutshell. What is come about? Why? When how to implement it. And so how to identify the different levels, how toe on board the journey and which tools you can use to where to make it happen. I made it simple. I hope it was simple. But I'm sure that the returns or the benefits of the training will be high. And it will. Hey, Nance. Yourselves capabilities. So you're soon in the next course. Thank you.