Video 1 - Key Account Management: Structuring Sales to Manage Special Customers - Part 1

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Models & Frameworks to Support Sales Planning

13 classificações

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Fundação Instituto de Administração

Models & Frameworks to Support Sales Planning

13 classificações

Curso 3 de 5 em Specialization Strategic Sales Management

Welcome to Course 3 - Models & Frameworks to Support Sales Planning – In this course, you’ll go through a conceptual approach to selling models and frameworks. As a primary learning outcome of this course, we emphasize the improvement in the analytical competencies and skills to develop sales planning and management. And the learning process goes through the application of the models and frameworks that contribute to supporting these processes. This course is aimed at professionals who seek improvement in conceptual support to the sales planning process, especially with an emphasis on applying selling models and frameworks methodology. At this point of the Strategic Sales Management specialization, you have an excellent understanding of the integration of sales planning to the strategy of the company. You also have a vision of major prescriptions and recommendations to support this integration, and proceed to strategic sales planning by applying intelligence analysis. Now, in this course, selling models and frameworks will be discussed, from a conceptual standpoint to add methodological structure into the sales planning process. Therefore, throughout the modules of this course, the subjects discussed will include topics of sales management (module 1), the selling models and frameworks (module 2) that support sales planning, which relates to the hard skills that may be applied. In the third module of this course, soft skills are brought to the discussion, since they comprise an essential component because sales functions include many aspects of the human interactions. Please follow the steps of the course, and for academic objectives, we would recommend you to do it in the sequence of modules proposed, though you may take them in a different order. We look forward to having you during the course modules and lessons.

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Module 1 - Sales Management

Sales Management module: The discussions of this module are about an overview of the sales functions from a processes management standpoint. Therefore, the module is about discussing sales management functions, which includes the operational variables that apply to support sales management; the accounts management; the role of the leadership; training processes; resources allocation; performance management; and post-sales processes. These processes are discussed to assess the sales management functions with an integrative view. Then, the discussions provide a conceptual basis for the next module, which is dedicated to the models and frameworks that contribute to the sales planning and management processes. Primary learning outcome of this module focus on the assimilation of the knowledge regarding the sales functions, the processes involved, and how to analyze them to support the next step, which is to use structured methods to develop the sales plan.

Video 1 - Key Account Management: Structuring Sales to Manage Special Customers - Part 17:03

Video 2 - Key Account Management: Structuring Sales to Manage Special Customers - Part 24:38

Conheça os instrutores

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor
Cesar Rodrigues
Specialist Professor

Hello. I'm glad to see you again.

This is your second lesson in the third course,

sales models applied frameworks to support sales planning.

Now, we will talk about key account management,

KAM for short, and its role in the sales organization.

First thing we must understand,

key account management is not a sales technique or a selling model.

A sure way to fail in the implementation of

our KAM initiative is to bring your sales team and say,

"Let's train them to be KAMs."

Check out management has a much more important role in the organization.

It requires the whole company to rebuild itself around KAM philosophy.

What exactly is this philosophy?

There is a very good article published in 2014 by Wang and Brennan.

Part of your reading that I think describes it best,

key account management primarily focus on the management and development of

profitable relationships with strategically important business

to business clients or B2B clients.

Lets examine the concept in depth.

It carries important principles management.

It is not only about doing business with your customers.

Key account managers have a role of actively

supervising and acting upon all matters with their customers.

Again, it is not only about selling,

it is about addressing all issues and opportunities

with our portfolio with each individual customer.

The key account manager is accountable for

360 degrees of his company's products or services.

We could even describe the key account managers as

an ombudsman of the customer inside his own company.

Second concept, development.

Selling in replenishing customers inventories each month is not enough.

The key account managers must foster

the growth of his company's business relationship with the customer

that involves the gross of

the current business and the development of new business opportunities.

To be able to detect these new opportunities

the account manager must live the customer 24/7.

Relationship. That implies the type of business engagement is

not made of one transaction or several transactions in sequence.

Relationship indicates it must be a long term commitment and

there is goodwill from both sides to keep it mutually satisfactory.

It is an association of equals.

Next, profitable.

One mistake that frequently occurs is to think key account management is equal

to customer is king or customer first or the customer is always right.

To make sense, key account management must be profitable for

the supplying company and profitability is not maximizing sales.

key account management goes hand-in-hand with the concept of revenue management which

advocates that what matters is how profitable your customers is for you.

You must subtract from your gross sales to

the customer all cost-to-serve items such as discounts,

rebates, transportation, product return,

customer service, and even the key account managers costs themselves.

Key account management also goes together with customer lifetime value,

CLV and this gives another dimension to

profitable as we have seen in a lesson during course one.

We talk about profitability not in

the current business calendar but in the relationship time span with the customer.

As you remember, customer lifetime value equals the net present value of

the current and future profits to come from this customer in the years to come.

We are assuming cash flow and profits are equal for the sake of simplicity here.

This has an important implication.

You can be not very profitable or even lose money for a while with

a customer if it will result in a higher customer lifetime value.

Next, let's talk about strategically important clients.

Adopting the key account management approach demands want to make choices.

Not every client is a key account.

Key really means most important.

When selecting who you will be consider a key account remember that less is more.

Better have fewer key accounts than too many.

Strategically important is not the same as the biggest customers.

You may have a small customer that is in a position to grow a lot in

the near future and this client could be treated as a key account as well.

We started by saying that adopting a key account management requires a transformation in

the company and this includes breaking the paradigm

that only salespeople can be key account managers.

Key account managers competences are many; consulting,

financial, interpersonal, project management, influencing.

Some people in sales,

we already have or can acquire them but depending on the segment the company operates.

Engineers, techies, consultants can also become great key account managers.

This concludes our discussion

on key account management but there is much more on the topic.

Make sure you check your supplemental readings.

Looking forward talking to you the next time.

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