1. Kenneth Lam

2. Price Objection … Price Sensitivity
Your PRICE is
too HIGH !
We are beaten
on PRICE !

3. What if you are the
SELLER BUYER
Cannot match on price 55% - 60% 40% - 50%
& not flexible on contract terms
Other reason 45% - 40% 60% - 50%
perhaps such as -
1] you didn't manage situation well I don’t think you
2] you are not sure why you lost know your solution
WHAT DO well; or You didn’t
3] non-business related needs
THESE MEAN? convince me
4] no body chemistry enough; or You
talk only business

4. VALUE of TIME- the value of ONE year!
Close your eyes and think about
it for 1 minute !!!!!
….. ask a sales executive who MISSED his budget

5. WHO actually
Controls our PRICE?

6. Our Price is what they are going to pay …
We !!!
We DO.
We do.

7. What do you see inside this white rectangle?

8. Do you see anything else here?

9. People will Pay for VALUE and BRAND
We give Value.
We deliver a
Brand.

10. Why should someone do business with You?

11. Can we achieve a Win / Win situation for us all ?
Deliver your value-chain

12. Value Creation
In the Eyes of:
Customers
“Best Place to Buy from”
“Most Reliable Place to Buy from”

13. Customer knows PRICE is only one factor

14. Premium Brand carries Premium Value
Good sales pro’s
always welcome
the price
difference.

15. Business cannot be handled via just phone or emails

16. Building Value and The Sale
DURING
It is not just money;
it’s also Dependency relationship & Trust

17. Building Value Before The Sale

18. Building Value Before The Sale
Demonstrates our interest in
serving their needs.

19. Building Value During The Sale
LISTEN to
your
customer.
Don’t leave your
meeting or your
presentation without
UNCOVER
an acceptable what the
response or
commitment from customer
them toward the next is not telling
you.
course of action.
Close the plan
for them!

20. Building Value During The Sale
Knowledgeable Professional with Integrity ?
Never ever bad-mouth competitors;
just say we don’t talk about others

21. Building Value During The Sale
Over-deliver is better
than over-promise.

22. Building Value During The Sale

23. Building Value During The Sale
Customer Excellence and satisfaction bring
Corporate Excellence and health that build
Personal Excellence and stability.

24. Building Value During The Sale
Write the
List down
for them
to see !
Gross Profit = measure of Value a company creates for customers
Give adequate facts to support our Price premiums.

25. Building Value After The Sale
YOU are the Value; you are the delivery.

26. Building Value After The Sale
Note that problems bring
unsolved Opportunities.

27. Building Value After The Sale
You are the Value
in their maze.

28. BRAND Building [With] Your Customer
Values build branding;
Brand carries value and class.
Price is not the bottom–line.
Your Value is !

29. Building Our Value Statement

30. Delivering Value & Building Relationship
VaR can also mean Value at Risk! Do not let this happen

31. Delivering Value & Building Relationship
Value and Relationship = C1 x C x C x C

32. Delivering Value & Building Relationship
Value and Relationship = C1 x C2 x C x C

33. Delivering Value & Building Relationship
Value and Relationship = C x C x C3 x C

34. Delivering Value & Building Relationship
Value and Relationship = C x C x C x C4

35. SELL VALUE CONFIDENTLY

36. The VALUE of TIME -- the value of each day!
Close your eyes and think hard
about it for 1 minute.
……… ask yourself, now sitting in this room!

37. YES, We Beat Competition
YOUR YOU YOUR
PARTNER COMPETITION
It Takes A Lot Of Work To Beat You.

39. Key Account Management (KAM)
means the systematic analysis, selection
and management of actual and potential
strategically important customers to
achieve comparative competitive advantage
for both parties concerned.

40. Customer Development
Account Management has become a crucial issue for
many companies. Key account management is also
known as strategic account management.
Driven by the Pareto belief of 80/20 rule –
80% of current/potential revenue
comes from 20% of customers;
These 20% customers must be treated differently or
require more of our attention from other customers.

41. We strive to answer these questions
Should we have a key account program?
How many customers should we include in the key
account program?
How we decide which customers to include in the key
account program?
Should all of these key accounts have equivalent
status?
What value should a key account program offer our
customers?

42. Or these questions
How should we organize to address key accounts?
How should key account management interface with the
sales force and other organizational units?
How should we recruit, select, train and retain our key
account mangers?
How should we compensate our key account managers?
What is the appropriate role for key account teams?
What is the best way to develop strategy for our
individual key accounts?
What systems and process should we put
in place to manage our key accounts?

43. Account
Management
Expand Share
Current Expand
Business
Current Streams
Business
Future
Today
Good Account Management is Your
Bridge to Growth and Expansion

44. Account Management is a Strategy
Execution KEY ACCOUNT STRATEGY
Bridge Steps
Opportunities & Threats
Planning Assumptions
Key account fundamentals
Situational Analysis
Key Account Key account analysis
Insight Fulfillment order process
Customer value satisfaction
Performance & Objectives
Competitive Strategy & Action Plans Market Supply
SWOT Analysis
Insight Company-to-customer support Insight
Resources & Outsourcing

45. Best Practice Account Management Implementation
KEY ACCOUNT STRATEGY
Execution Execution
Relationship Managing
Customization Pricing Strap
Development Supply Chain
Operational
Delivery
Execution
Performance Monitoring & Adaptive Change

46. Identify accounts you can grow relationship with
Account
Management
Process
Steps to optimize
our ability to secure
and grow business
profitability, and to
achieve total
customer
satisfaction …

47. Like all good
models it
works on a Your customers
number of Our company
levels
Understand
& analyse Operational
Plan & realise KAM
Integrate & organise
Corporate KAM
Align corporate
strategy, structure & culture

48. Operational KAM for Account Manager and team
PEOPLE MANAGEMENT
SOLUTIONS Understand the competence and Understand how we
Understand this make-up of the team that will be are working with this
customer’s needed for this account. Bring team account today. Agree
current and how the team should
together and ensure they are equipped
be organised sell
potential usage and communicate.
and competitive Establish clear
situation. Design processes, protocols
and deliver the and guidelines.
right solutions
in the right way
MEASUREMENT
Understand the key
STRATEGIES performance indicators
Understand this for this account.
customer’s Ensure they are
business and set measured and the
multi-level results used to
objectives and strengthen relationship
an overall strategy

49. KAM for senior management
3. PEOPLE
2. SOLUTIONS • How can we ensure we are giving our 4. MANAGEMENT
• How do we integrate key account Managers the • What is the best way
the special development they need? for us to manage our
requirements we • What are the broader people issues key Account
make to our K.A.s into related to the challenges of KAM?  managers?
our standard product recruitment, training, incentives, • What are the
or solution career planning etc.. organizational and
development. process implications
• To what extent are we of this KAM?
ready to adjust and
widen our offerings
and solutions to key
account’s requests? 5. MEASUREMENT
• How do we gather
1. STRATEGIES our key account
• What part should information quickly
the Key Account and accurately?
play in our overall • What does top
strategy? management need
• What makes this to know in order to
customer a key achieve excellence
account? in strategic account
management?

50. Culture
“The way we do things
round here”
People Finance
Strategies Activities
Structure Markets
Relationship

51.  Understand the products and services that
are being offered to the customer
 Analyse the customer’s requirements
 Analyse the competitive strengths of your
products and services
 Identify possible improvements
 Identify possible future requirements that
the customer might have in the future (possibly not
yet recognised by the customer themselves)

52. Understanding customer better with
Account Management solution
WHAT Platinum Gold Silver Lead
Loyalty High Medium Medium Low
Importance Significant High Moderate Low
Strong, Good, Weak or
Position Strong
Offensive Defensive Unknown
Potential Very High High Moderate Explore
Organization Opportunity/
Penetration Opportunity Low
Proactive Reactive

53. Action:
Tier your accounts
 Platinum - Top 20 customers
Customers
Vertical
 Gold – Next top 30 customers
 Silver – Next top 50 customers
 Lead -- Explore or leave
Non Vertical
Customers

54.  Require High Management
Focus
 Develop Corporate Level
relationships
 Acquisition and Fulfillment Team
Based Account Management
Your Long Term Growth Producers

55. Form core and wider
account team.
Implement and review
Negotiate resources
required
from business
Review once
account objectives
and strategy agreed
Establish initial
core team
Understand and
analyse current team

56.  Maximum Next 30 Customers
 Moderate Management Focus
 Acquisition and Fulfillment Team Account
Management
Build Gold Customers to Platinum

57.  Silver – Next 50 Customers maximum
 Low Management concentration
 Small acquisition and fulfillment team account
management
Target Silver for Future Gold
 Lead / Dormant/Explore
 Very low sales or management focus
 Order taking accounts

58.  For Each Account Manager:
 No more than 25 accounts total
 No more than 5 Platinum
 20 Combined total Platinum / Gold /
Silver

59.  Each Account should have
 Customer Organization Chart
 Quality and quantity of targeted Customer Calls to
build relationships at multiple customer
levels
 Each Customer Call should include
 Who
 Executive/Management/Technical
 What
 Message of Value Proposition
 When
 Timing and Sequence of opportunity
 Why
 Linkage to Trane Business Solutions and Customer Relationship
Strategies

60. Account Maturity Path guide
Requirements: -Full Account Team Present
-Completed Account Planner
Three Step Process
 Account overview lead by the
account team leader
 Clarifying Questions
 Strengthening the Plan

61. Account Review Lead by the Account Team Manager
 Overview of Account Planner 30 Minutes
 Customer Information Section
 Review Customer Organization Chart
 Overview of Customer Profile Section
 Account Goals and Programs
 Strategies and Tactics
 Value Statement
 Competitive Overview

62. Clarifying Questions Lead by the Account Review Team
 Clarify Content 15 Minutes
 Led by Account Manager
 Clarify content presented in the Account Planner
 If it is NOT in the Account Planner it does NOT exist
 Everyone on the team has opportunity to ask questions
 Not challenges to the plan
 Not personal confrontations and personal criticisms

63. Strengthening the Plan Lead by the Sales Manager
 Strengthen the Account Plan 15 Minutes
 Not a personal challenge
I see a weakness in the plan and
the weakness is…..
 If it is not in the plan – it does not exist
 Create the account action plan
Celebrate Completion of the Session with
a Team Building Event!

64. ANY QUESTIONS ?
if not, ANY COMMENTS ?
IF not, we go to the next slide !

65. Thank You for your Order.
Be Safe,
Be Healthy,
Do Great Things
and Have Fun!
再
见