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DIY - Key Account Management (english version) - OneDDL - 01-04-2024
![[Image: c7b1a6838ac20195b4d21cab9cd5cf02.jpeg]](https://i122.fastpic.org/big/2024/0104/02/c7b1a6838ac20195b4d21cab9cd5cf02.jpeg)
Free Download DIY - Key Account Management (english version)
Published 1/2024
Created by Peter Schmidt
MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz, 2 Ch
Genre: eLearning | Language: English | Duration: 5 Lectures ( 1h 15m ) | Size: 1.51 GB
From account mapping to closing
What you'll learn:
From account mapping to closing: Knowing and using all the successful tools
To know and apply the workflow proposal management, bid management and capture management
Recognize real customer needs and support them with offers
Create customer profiles. Using the "Bleu Point" case study as an example
The forecasting powerhouse: How to plan correctly
The customer speaks. What does he say, what does he mean? From the explicit to the implicit.
BSS: Understanding and applying the Breakthrough Sales System
The different roles and functions of the key account manager at the right time
Call for Tender: Act proactively instead of reacting
RFP: How to get the order!
Requirements:
Initial sales experience desirable
Description:
All good is coming from aboveAfter inventing and assembling the earth and its cosmos (or vice versa) in afairly short time, God retired to his home office on another busy day andthought deeply about an adequate sales initiative for his future product andservice offering that he wanted to develop and implement from his invention.In the course of these somewhat lengthy deliberations and after severalbilateral meetings with his saintly advisor , the CEO, sitting at his writing altarat the end of a really task-intensive week, had the flash of inspiration thatpromised to master the challenge in one fell swoop:No, he didn't want quick sales success by hook or crook, although thatseemed very tempting to him spontaneously .(For God, the CEO, said: It is now time for KAM to become. Andwhoosh: There was KAM.)Although the number of his target customers was still manageable, his HolySpirit had already suggested in his function as chief consultant that only avisionary sales strategy would secure customer acceptance and ensure thelong-term success of his development work. This is evidenced by a coremessage from one of the meetings that was recorded in the minutes: "Whatyou can manage today , don't put off until tomorrow!"Rather, he had a vision of a structured sales strategy for the long-termmarketing of his services. And, of course, he needed at least one or, asdemand increased, several sales reps for his product range.5After a grueling recruiting campaign and subsequent assessment center ,conducted together with his son, the designated brand ambassador , the firstchoice was a certain Peter (not married, no children, mobile) as the new keysales person to start putting together a sales team right away .Both parties agreed very quickly on the terms of the contract: an indefiniteemployment relationship with the right of termination on both sides on theDay of Judgment. The remuneration package was comfortably equippedwith thirteen monthly salaries as a fixed salary and a target-related bonuspayment. It was initially agreed that the bonus would be paid pro rata at themiddle and end of each year. Later, the payment was to be made at Easterand Christmas.The CEO named his KAM Saint Peter , immediately put him on his payrolland wrote the first motivational mission statement in his to-do list:Make a good catch!It was crystal clear to all those involved in this faith incubator that, especiallyat the beginning of market development, there should not be too many salesguidelines in order not to confuse employees and customers in advance.They had to convey a clear , understandable and plausible message with anappropriate call-to-action character .A significant goal was also in focus: additional employees were to berecruited from users. This is still known today as the cradle of multilevelmarketing.From the managers of the first hour, dubbed 'disciples' in the job descriptionand led by the junior manager in a direct reporting line, he expected thehighest level of appropriate qualification, which of course was to becontinuously improved in supply-specific further training measures.6The mother of all business reports with its accompanying trainer manual stillexists today, but in several different culturally and religiously specific versions.T oday we know that this was the last important step in Genesis, when our(almost) all CEO invented Key Account Management and set its rules.And that was on a Sunday , without the overtime ever being paid off. At leastthat's how the legend goes.Hallelujah !
Who this course is for:
Back office and field sales staff who are planning the next step in their career to become a KAM
Key account managers/sales managers in all sectors (national and international)
Sales managers/heads of sales in all sectors (national and international)
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