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Corporate Key Account Growth Environment
- I recognise the importance of 'giving back' and use my skills and experience to benefit others
- I recognise the importance of staying mentally fit to cope with the demands of the role
- I recognise the importance of staying physically fit to cope with the demands of the role
- I take an active role in company training and participate effectively in the seminars and coaching
- I have identified my next career move or I have decided that I will be happy to remain in my current role for the long term and have identified what I need to achieve this
- I review my performance and progress with my line manager at least monthly and agree short term goals for the coming three months
- I have a simple personal development plan making use of skills development, practice, reading and so on
- I have identified my current development areas
- I have an objective understanding of my capabilities
- I understand the five traits of high performing KAD - embrace change, seek objective measures, develop depth knowledge, take responsibility, practice leadership without authority lead the 'dance'
- I am seen as a product and service expert
- I have identified the longer term value opportunities and the benefits for the KA
- I understand our added value model and the benefits for the KA
- I have defined the overall value our products and services deliver to the KA in the form of a commercial case
- I can identify additional product or service opportunities for the KA
- I can present with confidence the compelling "right to win" for the core products and services
- I have prepared a compelling story to compensate for the most important competitive weaknesses
- I have identified the main competitors' products and services along with their relative strengths and weaknesses
- I can explain the features and advantages for each of the main products and services
- I understand our core products types and main services
- I can summarise the global trends over the next 5 years and their impact
- I can describe our total route to market in detail indicating the main points of influence
- I can define my principle competitors, their S&W relative to us and most likely moves over the next 12 months
- I can describe the new products and services which are likely be launched over the coming 12-24 months and their impact
- I regularly talk with industry influencers and experts to understand current and future trends and look to identify new target opportunities
- I can demonstrate in depth sector/category knowledge
- I can discuss the likely changes and trends in the market and their implications for me and my business
- I can demonstrate a strong overall market knowledge and can summarise the most likely key market changes in the next 12-24 months and their impact
- I can summarise the most important developments over the past month
- I regularly read the industry online and print media
- Clear Leadership From The Top
- Senior Level Engagement
- Senior Team Role Defined
- Senior Team Activities Defined
- Measurement Of Line Managers
- Allocation Of Resources
- Compensation Plan
- Implications
- Questions Raised
- I know how to end the meeting ensuring understanding, next steps and review the meeting performance
- I deal with difficulties - not paying attention, dissent, not completing agreed action in time, etc.
- I ask and answer questions during the meeting and I take steps to ensure full participation
- I can explain the techniques for chairing the meeting and can use the techniques effectively
- I can explain our meeting etiquette and I know how to deal with participants who do not observe the agreements
- I understand of the importance of timing and discipline the group to start and finish on time - I know how to deal with poor time keeping
- I use a simple checklist to ensure everything is ready and I always arrive at my meetings on time
- I can write an effective briefing for participants and define any pre-work required
- I know how to write an effective meeting agenda and I ensure it is sent out in advance
- I set meeting objectives and ensure that every meeting has a published objective in advance
- Identification Of Global Accounts
- Ka Global Opportunity Analysis
- Strength & Value Analysis
- Global Account Growth Plan
- Global Account Communication & Reporting System
- Global Account Roles and Responsibilities
- Measures & Compensation
- Implications
- Questions Raised
- Allocation Of True Cost
- Indirect Cost Allocation
- Ka Profitability
- Ka Profitability Reporting and Analysis
- Identification Of Non-Adding Value Activities
- Value Initiative Profit Impact Analysis
- Implications
- Questions Raised
- I use a monthly team member satisfaction survey and I have presented the results to my team along wit plans to correct issues
- I take steps to ensure highly effective two way communication with the team and each individual
- I can show the importance of performance assessment and use a process to conduct team and individual assessments
- I can explain the principles of coaching and regularly coach the individuals
- I can explain the principles of training, have assessed the individual development needs and have a development plan
- I agree objectives with the individuals, recognise success and respond to non-performance
- I can provide an overview about strengths and weaknesses of the team and individuals and have a plan to address/develop them
- I can clarify the team's objectives and measures
- I can explain the four core management styles (Directing, Coaching, Supporting, Delegating), I know my preferred style
- I can explain the core principles for achieving results through others, the principles of motivation and leading by example
- I know how to delegate and decline work effectively
- I have an effective customer and file management system which I keep up to date
- I have a weekly/daily prioritised action list which I review each week/day
- I have created an action plan for the coming months to highlight the important but not urgent tasks as well as ensure the urgent tasks are achieved quickly
- I can prioritise the mass of different activities I must undertake, I can set and achieve deadlines for the critical activities
- I have defined what support and resources I require to achieve my objectives
- I have set/agreed objectives for myself for the next 3 and 12 months
- I regularly review of my activities and results with my line manager
- I am clear about my line manager's expectations and measures of my performance
- I am clear about my role, responsibilities and measures of performance
- I always conduct an end-of-project review to capture learning
- I conduct a regular project team satisfaction assessment, discuss and resolve concerns
- I have agreed a process for data/information collection, storage and retrieval
- I conduct regular team reviews and briefing sessions
- I use a reporting system so that everyone know how we are doing and what must be corrected
- Every member of the team knows what he/she must achieve by when and is supported
- I have a detailed hierarchical project plan listing activities, timing, responsibilities and contingencies
- I can provide an overview of my resources and the budget I have available and how to access these resources
- I have identified and communicated with the main Sponsors, Influencers, Gatekeepers and other key individuals
- I have a clear project objective along with sub-objectives, drivers/measures of success and defined output
- Corporate Strategy
- Corporate Strategy Implications For Sectors and Regions
- Corporate Strategy Implications For Key Accounts (1)
- Corporate Strategy Implications For Key Accounts (2)
- Corporate Strategy Implications For Key Accounts (3)
- Corporate Strategy Implications For Key Accounts (4)
- KA Strategy
- Implications
- Questions Raised
- I recognise the importance of practice and preparation and know what I must rehearse and can give an outline of my process
- I can explian how I deal with questions and ensure that the audience is following
- I understand the importance of examples, anecdotes and stories to bring the material to life
- I can explain how to select and use visual aids
- I can show how to structure and use power point slides to use minimum text and maximum impact. I understand the problems and common errors made with slides.
- I know how to structure my presentation to meet the time constraints and how I should best start and end the presentation within these timescales.
- I can explain how to select material, break up the material into 'plot points' and structure the material
- I can explain the importance treating the presentation as story telling using a beginning, middle and end
- I can explain the core questions I should ask in researching the audience and the need to pitch the material correctly
- I can explain the importance of defining the objective for the presentation and know how to set the objective
- I can explain how to open, manage the process, when to close and how to gain agreement
- I consider a range of possible solutions which would come closest to meeting the needs of both sides
- I can identify the most common tactics and explain how I should best respond to each
- I set my objectives, minimum position (Best Alternative to a Negotiated Agreement) and estimate the other side's minimum position and objectives
- I can explain the concept of variables, can define my likely variables, their relative worth and can explain how to trade concessions
- I can explain the four core 'rules' of negotiation
- I can explain the concept of leverage in its different forms and how I should gain leverage in my negotiations
- I have considered the ethics of negotiation, have defined my/our position
- I can explain the five different styles of negotiation with their pros and cons
- I can explain what negotiation is, the general principles and the difference between selling, haggling and negotiation
- I know how to follow up the meeting with the KA and with my colleagues and I complete the relevant records update
- I know how and when to close in order to ask for agreement to the next stage - I confirm the agreement before the meeting ends
- I know how to deal with objections
- I know how to answer KA questions and know how to identify and deal with false questions
- I have identified the most useful sales tools and supports to use in the sales presentation and I can use them effectively
- I know the structure and main steps for the sales presentation which demonstrates our 'right to win' and how we will deliver the required KA value
- I know how to summarise the KA situation to identify the KA value requirements before the sales presentation
- I understand questioning technique and can select the right questions to identify how the KA sees and measures value
- I know how to establish initial rapport, agree the meeting plan and introduce the meeting
- I know how to prepare for the sales meeting
- Common Understanding About Kam For The Business
- KA 'Partner' Characteristics
- Implications Of The 'Partner' Relationship
- Agreement & Implications Of The Ka Strategy
- Common Measures Of Success & KPI's
- Common Performance Reporting
- Questions Raised
- Implications
- I regularly discuss opportunities with colleagues to share successes and to learn new ideas
- I can implement and manage the value co-creation meetings with the KA managers and with my support colleagues
- I can implement and manage the value co-creation process with the KA
- I have access to the full range of KA managers or I have a plan to access the right managers
- I have identified what 'value' means for the KA and for the key managers and I know how they measure value
- I know how to use the TCO model to identify new value-adding opportunities
- I know how to use the TCO model to identify and create the commercial case
- I can explain my activities to identify value opportunities
- I have identified the value we deliver from all our activities with this KA
- I have implemented or have agreement to implement the relevant value adding solutions
- Ka Growth Target Setting
- Growth Target Implications Defined
- C-Suite / Senior Manager Growth Target Sign Off
- Common Growth Planning Process
- Common Model To Calculate The New Business
- Common Data Collection, Planning & Reporting Tool
- Performance Tracking
- Performance Review
- Implications
- Questions Raised
- I have a contact plan to summarise who should meet with each KA manager when
- I have identified how I will get an initial meeting and what questions I want to answer
- I have identified those managers with whom I must establish a relationship
- I understand what I must demonstrate to each key manager for that manager to support us actively
- I have identified the degree of influence exerted by the manager within the company
- I have identified the role played by the manager in the decision making and buying process
- I have identified the commercial measures for each manager
- I have identified each individual's attitude to me and the company - I have identified my 'coaches'
- I have a 'people map' to identify the important managers for me in the business
- I understand the KA's organisation and structure - BU, plants, etc.
- Support From The Top
- Defined Expectations
- Defined Measures Of Success
- Defined Capabilities
- Development Activity Driven By Objectives
- Regular Progress Reporting
- Implications
- Questions Raised
- Current Value
- Current Value Worth
- Value Activity Assessment
- Value And Competitive Mapping
- Competitive Positioning Opportunities (White Space Identification)
- Value Chain Analysis
- Market Trend Analysis
- New Value Opportunities and Projects
- Implications
- Questions Raised
OCA - Text and imagery
Key Account Strategic Growth Planning
Key Account Capabilities
Key Account Value & Business Case
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