LMA SALES TRAINING
"Integrated Sales Training"
"IN COMPANY ONLY"
As business becomes more multi-national and as more products connect to or communicate with each other over international borders, customers will seek suppliers who can meet their needs and with whom they can
build long term business partnerships that will span many months and even years.
These needs are likely to cover technology, product development, support over a large geographical area, training and consultancy. Orders will
be large, but often placed less frequently, with unsuccessful suppliers being locked out of the account for many years!
It is important, therefore, that suppliers have a strategy for dealing with large accounts, otherwise the inevitable result is an invitation
to tender which has been written in conjunction with a major competitor and slanted in their
A suppliers revenue and profits will depend more and
more on acquiring, protecting and developing major accounts.
DEVELOPING A BUSINESS STRATEGY
The objective of having a strategy is to achieve an in-depth penetration of a large account. Only in this way can a supplier influence the
thinking of top management favourably. This, together with professional performance on existing installations, does more to achieve success
than any pricing concessions.
What makes the larger account more difficult is that it needs to be 'managed'. This means thinking 'strategies' rather than 'tactics'. An
important factor is that it does not necessarily take ten times as much effort to get an order for 100,000+pounds as it does to get an order
for 10,000 pounds. But there will be less large prospects than small ones, so making sure you win business and do not come a "good second" is
A WORKSHOP FOR ACCOUNT MANAGERS AND
BUSINESS DEVELOPMENT MANAGERS.
WORKSHOP OBJECTIVES - 2 DAYS
To enable Account Managers to:
the key elements of selling their company products and services to corporate
accounts and then managing the account over time.|
what prospects and customers expect from Account Managers.|
the supplier sales cycle and the complimentary prospect/customer buying cycle.|
the total ‘product’ and ‘company’ offering and
communicate specific factors in a persuasive manner.|
and prepare for visits to prospects and customers to meet defined
multi-level decision processes in large organisations and develop strong
business relationships via a partnership approach.|
|Use ‘tailored’ control documentation to monitor account activity,
forecast business and manage existing accounts more effectively.|
communication processes and mechanisms to ‘add value’ the company's products
WORKSHOP PROGRAMME - 2 DAYS
DAY 1 Commence
9.00a.m. - End 7.00p.m.
and workshop objectives.|
ideas in selling new business into large organisations and account
management - what is driving the market?|
performance improvement formula - how it affects Account Managers. |
exercise: groups identify main areas of knowledge and skills required to
and discussion - where are we weak - where are we strong?|
comparison process and the business cycle - how it affects suppliers.|
prospects and customers want from Account Managers.|
|The structure of a sale and the complimentary buying process - managing
the selling and buying process.|
and making calls on prospects and customers - objective setting.|
procedures and information gathering.|
factors that affect prospect decision making.|
Evening: syndicate exercise: groups analyse ‘products and services’
- the organisation and support services and competition.
DAY 2 Commence
9.00a.m. - End 5.00p.m
presentations by syndicate leaders of previous evening’s work and review
introduction to Basis of Decision methodology - a mechanism to influence
prospect/customer decision criteria.|
exercise: groups identify factors important for an organisation to take
into account in making a decision to use a particular supplier.|
and analysis - identifying ‘differential’.|
- level decision processes in large accounts - managing the complex sale.|
|Account Planning processes - documentation and its use and abuse - review
of current procedures - do they need to change?|
to ensure high level contact within key accounts and regular business
accounts effectively and ‘locking out’ competition.|
the Account Management approach and its benefits.|
course discussion and action plans.|
The programme, as outlined, provides for plenty of participation by
delegates and feedback/discussion sessions. The workshop can be
amended to focus or place emphasis on areas that may be specific to and
Based on £300 per delegate per day +
accommodation and mileage at 45p per mile. A full set of workshop notes for each participant is included in the price.
Please note that a 'maximum' charge of £1800+VAT per trainer day applies to this
LMA Sales Training and Consultancy Services
6 Kensington - Silver Wharf - Sovereign Harbour - BN23 5NH
Tel: 01323 471730 - Fax: 01423 471869
Copyright LMA Sales Training and Consultancy Services © 1994-2007
All rights reserved.
Major Account Management