key account management is a long-term process - take a long time:
we have to acknowledge that we are in key account management for the long term. It takes time to manage a large account, we will only receive the return on our investment in time if we could have a result in the long term. In some organizations that have worked with this it produces tension because the whole culture about creating as a result of short-term sales of products and profits are the motives and standards of major success. We should not underestimate what a challenge key account management can have a corporate culture. And it confirms the relationship more than the product, and profit more than size, most of the individuals and the team, in the long term than the short term. At the same time it is necessary to identify the practical realities of the short-term commercial life.
One of the best ways to manage this tension is to be a person who acts as a mentor, conscience or routed to the account manager and the team account. They are not involved in the daily management of the account, but you are invited in to look at and comment on the major proposals and presentations. The main role is to be involved in the review of the long-term plan every few months to ensure that the relationship as productive as possible and reflect the values of the organization as a whole.
role of Key Account Manager is to be responsible for public relations. It affects all those involved in the calculation to ensure a simultaneous coordinated approach. Account Senior Manager is responsible for the formulation of the expense of a plan, and get agreement and commitment to the team and then monitor the implementation of
key account management involves relations not just mechanical approach:
under this title We have to discuss three main aspects of key account management.
o the importance of relationships in key account management.
o the complexity of relationships in key account management.
relations Q mapping in key account management.
Popularity:
in key account management is essential that we manage people as well as operations. Of course we must get the right product pricing. We need to be excellent in management. Our customer service and product range must be strong. But "people buy from people," and "We are the people in the company." To manage a complex set of relationships within the major expense is tough and demanding, but we have the ability to manage relationships determine whether or not we maintain success.
complexity:
in the sale of the reaction there is one relationship only - that between the seller and the buyer. In major accounts, the much more complex situation. There are often contacts are underway in many levels and many of the sites. In one main account, we identified 1000 relations between the team of ten people and individuals who represent the customer's account. But it's not just a problem of numbers, often a policy problem. Some communications do not want us to talk to people in other departments or at different levels. It can also be that this complexity resulting from the range of products. Users from a single product and rarely speaks to the sets for another product. In any complex relationship some people love us more than others. This is not to mention the tensions between departments. All these things make a major account relationships are complex and we have to admit complexity.
mapping:
If important relationships and whether the complex relations, then it is essential that we find a way of mapping, analysis, planning and monitoring of those relationships. In recent years, we found that the approach based on the game of chess allows a very practical way to identify the key issues.
if we can answer these questions with confidence and communicate our thinking through the team account simply and clearly we will be in the middle of the road to success. This approach has given people across a broad spectrum of organizations, a common language and method of work
and can only be done with the customer's specific :
the last word of this is determined by the definition. Choosing the right key accounts is of crucial importance for three main reasons:
o we do not have the resources to treat every customer and key accounts.
o not all customers want to be treated as a key account.
o choice allows us to prioritize our activities in line with the overall objectives of the business we have.
many organizations grade accounts Home simply by the volume of sales for this year, but we see that organizations are moving really forward in key account management to take a number of other factors into account. Also make sure that everyone knows who is the main accounts and why they are the main accounts. It is important to be strict with the selection criteria used by! You will also need to apply some form of weighting to reflect your priorities. The fact that a major account does not meet all your standards do not disqualify from being a big expense. You will just need to score higher in other areas to qualify.
On the basis of this scoring, organizations can grade their accounts. It may be an excellent 0.1 and section 2ND such as football, or gold, silver and bronze medals such as the Olympic or first class, club class, economy and readiness, such as airline. Analogy airline is a good idea because in one trip you could have people ready to be completely happy with the service they receive, even though they know that there is someone to get "better" in the club class service. Degrees accounts not a matter of giving some customers better or worse service. It's a matter of giving all customers the appropriate service. When we choose our key accounts, providing consistently what we promise, we manage accounts our professional and effective.
in the Summary - Success Factors and Key Account management:
Q successful development of the role:
Q effective working relations with Member others on the team.
Q engine to continue to improve the productivity of account team.
Q management's commitment to the role of the account team with opportunities for career advancement.
Q reassert the role of the profession through authorized structures, job descriptions and basic training programs.
Q basic skills:
o understand the financial and legal requirements for the account.
o understand the company's business goals.
o understand the trade policies of the company.
o build on the high levels of awareness of the product.
o understand the client's business objectives.
o determine decision makers.
o understand the purchasing strategy for the customer.
o assess the competitive activities.
o put together account development plan.
o ensure the effectiveness of the system processing sales.
o building appropriate levels of revenue and profitability.
Q basic skills:
Q delegation
o personal skills.
Q consulting.
o financial control and analysis.
Project Management Office.
management ManQ.
o initiative and creativity.
secondary skills:
, for example, industry knowledge, competitiveness and knowledge, product knowledge etc.
success factors in the development of key account:
Q stages of a long-term process
Q pre-sales.
contract negotiationsQ.
o implementation / delivery.
o review.
Q exploitation.
o goals to work at the expense of the team
o ensure that provide customers with a consistent and professional image of your company for a trading partner.
o secure long-term business relationship with customers as the basis for the development of the business.
Q penetrate the client organization and decision-making unit and create new opportunities that can be exploited to accelerate the pace of expense growth.
o understand the document, on an ongoing basis, and the organizations strategic direction of business customers and organization.
o provision of the senior management team of the company with the reaction to the growth potential in the long term in the client's market sector and the critical success factors to exploit.
* Make sure that the company's solid solutions from a technical point, and based on the correct understanding of the current requirements in force and re-imagine the customer benefits from the company's focus in the market.
o ensure that resources are delivered total company in a manner that satisfies customer requirements, and supports the objectives of the plan account.
Conclusion:
an effective strategy for the management of the leading account depends on the selection of key accounts intelligently, creating a consistent, strong flexible way to work with each of the major accounts and other customers and then execute the effectiveness of the plan in a disciplined ,, efficiently. The
one of the successes that have been achieved in key account management program to create a common language and models that facilitate discussion and planning through the units and departments. It has also stimulated a commitment to our customers to plan long-term relations major. It has a major account management many implications for individuals, departments and work as a whole. It will always be demanding, but the right to do what it would be very useful
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