SALES

Key Account Management III.

The buying community has woken up to the fact that sellers are aiming, through their KAM strategies, to ‘manage them’, and are fighting back Buyers are better trained overall, focused more on price than on quality, in some cases change every year to take away your opportunity of creating a meaningful long term relationship. What do you do? This training will detail the buyer’s new ambitions, and discuss your choice of responses. The overall aim is to help you achieve Key Supplier Status – for if you cannot, KAM is always going to be a hard struggle.

  • Understand the new challenges presented to supplier by the modern professional buyer.
  • Understand their ambitions and strategies designed to manage their suppliers (key suppliers or otherwise).
  • Develop the appropriate responses to these strategies, as they are relevant to a Key Account Management approach.
  • Be able to prepare and conduct effective negotiations with those buyers, designed to remove the focus on price.

An unrivalled knowledge of the subject that has established him as one of the world’s leading authorities in KAM and GAM, backed by the writing of the two best selling books on the topic "He" has the ability to help delegates assess their current level of KAM performance, and so identify their personal development needs, and the ability to ensure that delegates will apply their learning well after the workshop is finished.

Few of the companies he has worked with over the years: Abbott, Kemira, Merck, National Starch, Quest, SUN Chemicals, Styrolution, Synthomer, Tioxide, Uniqema, Bristol Myers Squibb, Carlsberg, DMV, Amgen, AstraZeneca, Dow Chemicals, Dow Corning, DSM, DuPont, Henkel, Huntsman, Hydrasun, I.C.I., Ineos, Danone, Friesland Foods, ABB, AkzoNobel, BASF, Bayer, BP, Cognis, Gilead, GlaxoSmithKline, IHM Business School, KPMG, Lego, Nestle, Nokia, Novartis, Pfizer, Roche, SCA, Schering Plough or Volvo.

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