The document discusses key account management (KAM) and strategic selling. It notes that KAM requires strategic selling skills and involves developing a deep understanding of key customers. The steps of strategic selling outlined are establishing understanding of the customer, developing a knowledge base, and creating a strategic plan. Key account management is described as a long-term process that requires commitment from management and salespeople trained in strategic selling.

1. N e w A ge S t rat e g i c S e l l i n g
Dr Wilfred Monteiro
www.synergymanager.net

2. H O W O F T E N H A V E Y O U
H E A R D T H E S E W O R D S ? ? ?

3. KEY Account Selling
versus Small Account Selling
Key Account Small Account
A series of meetings over an extended
period of time with many different people
Face-to-face meetings between just the
salesperson and a prospect
Works directly with the ultimate decision
maker
No direct access to the ultimate decision
maker
Works directly with the ultimate decision
maker
No direct access to the ultimate decision
maker
Size of the sale is larger Today’s indent
Time horizon for purchasing differs Now or never attitude
Closing techniques can sometimes cost the
salesperson business
Closing techniques may be effective
Objection prevention Objection handling
Longer sales cycle Shorter sales cycle

4. • If the investment in key account management is
to be made (and it is not insignificant), a number
of elements must be in place.
• Key among them is that those salespersons who
manage and participate in the key sales teams
must be thoroughly grounded in the regimen and
process of strategic selling.
• If they are not, the exercise of KAM will produce
marginal results at best and be wasteful of
corporate resources because KAM is "graduate
level" strategic selling.
• If the investment in key account management is
to be made (and it is not insignificant), a number
of elements must be in place.
• Key among them is that those salespersons who
manage and participate in the key sales teams
must be thoroughly grounded in the regimen and
process of strategic selling.
• If they are not, the exercise of KAM will produce
marginal results at best and be wasteful of
corporate resources because KAM is "graduate
level" strategic selling.

5. D o n ' t a t t e m p t K A M
w i t h o u t a f i r m l y i n t e r n a l i z e d
s t r a t e g i c s e l l i n g r e g i m e n
i n p l a c e a n d w o r k i n g .

6. KAM- the STEPS of strategic selling
• Establishing a full understanding of the customer - This
includes size, success, vision of the future, corporate
personality, culture and needs.
• Developing a detailed knowledge base, fab by fab, throughout
the world - The team must collect information on the installed
base of the supplier's products and that of key competitors to
understand the supplier's competitive position.
• Developing a broad strategic plan- Building a significant
position within a customer takes time, tenacity, and
consistency in movement toward objectives.
• Establishing a full understanding of the customer - This
includes size, success, vision of the future, corporate
personality, culture and needs.
• Developing a detailed knowledge base, fab by fab, throughout
the world - The team must collect information on the installed
base of the supplier's products and that of key competitors to
understand the supplier's competitive position.
• Developing a broad strategic plan- Building a significant
position within a customer takes time, tenacity, and
consistency in movement toward objectives.
6
(c) copyright 2010 Dr Wilfred Monteiro www.synergymanager.net

7. • In a nutshell, strategic selling is
a process combining all the
classic selling skills with a
dynamic understanding of the
individual styles of key players,
the forces driving customer
decisions, the customer's
corporate culture, the
customer's strategies with its
customers, and the long-term
and day-to-day needs at both
the corporate and fab level.
• In a nutshell, strategic selling is
a process combining all the
classic selling skills with a
dynamic understanding of the
individual styles of key players,
the forces driving customer
decisions, the customer's
corporate culture, the
customer's strategies with its
customers, and the long-term
and day-to-day needs at both
the corporate and fab level.

8. • Among the benefits of strategic selling to
equipment and materials suppliers are:
• Extension of strategic vision and
understanding of customer goals.
• Establishment of strong business
relationships.
• Establishment of technology and business
feed-back loops to increase the likelihood
of having the supplier's corporate
technology and product road maps
understood by customers, and vice versa.
• Increasing credibility among customers as
a long-term player in the equipment and
materials industry.
• Among the benefits of strategic selling to
equipment and materials suppliers are:
• Extension of strategic vision and
understanding of customer goals.
• Establishment of strong business
relationships.
• Establishment of technology and business
feed-back loops to increase the likelihood
of having the supplier's corporate
technology and product road maps
understood by customers, and vice versa.
• Increasing credibility among customers as
a long-term player in the equipment and
materials industry.

9. Key Account Management - best practice actions
Set account
objectives
Set account
objectivesReview account
Analyze AccountAnalyze Account
 Rank accounts on “Improvement Potential” index
 Re-deploy resources to highest potential channels/accounts
 Target category management efforts to accounts with “capability”
 Understand account
requirements/ needs/
capabilities
 Plan account actions to
“fix” problem P&L line
items
 Target account goals/
accountability for profit
improvement
 Match strategy to
“improvement”
potential
 Tie account team incentives to
customer metrics
 Reflect “balanced scorecard” in
account metrics
Set account
objectives
Set account
objectives
Plan account
strategy
Plan account
strategy
Take planned
action
Take planned
action
Review accountReview account
 Understand account
requirements/ needs/
capabilities
 Plan account actions to
“fix” problem P&L line
items
 Target account goals/
accountability for profit
improvement
 Match strategy to
“improvement”
potential
 Include customer in account planning process
 Develop both internal and customer targets
 Tie actions/events to improvement opportunities
 Monitor performance
against tactical plan
 Hold account team
members accountable
9
(c) copyright 2010 Dr Wilfred Monteiro
www.synergymanager.net

10. • Generally, the steps are:
• Establishing a full understanding of the customer - This
includes size, success, vision of the future, corporate
personality, culture and needs.
• Developing a detailed knowledge base, fab by fab,
throughout the world - The team must collect
information on the installed base of the supplier's
products and that of key competitors to understand
the supplier's competitive position.
• Developing a broad strategic plan- Building a significant
position within a customer takes time, tenacity, and
consistency in movement toward objectives.
• Generally, the steps are:
• Establishing a full understanding of the customer - This
includes size, success, vision of the future, corporate
personality, culture and needs.
• Developing a detailed knowledge base, fab by fab,
throughout the world - The team must collect
information on the installed base of the supplier's
products and that of key competitors to understand
the supplier's competitive position.
• Developing a broad strategic plan- Building a significant
position within a customer takes time, tenacity, and
consistency in movement toward objectives.

11. • With the strategic foundation in place, the action plan evolves through a
series of carefully planned steps:
• Understanding the customer's organizational structure - Gaining
commitment from a customer begins with the identification of true
decision makers and influencers. This is an ongoing and dynamic process
because customer personnel assignments change, new information is
garnered, new relationships are created and the decision track is subtly
modified. As contact increases, a major requirement is to analyze personal
characteristics of key players. Their personality makeup creates unique
decision making dynamics.
• Determining the power structure - As key customer personnel profiles
evolve, potential influence relationships can be defined. From these, a
power chart, rather than an organizational chart, is created, which
delineates the "real" flow of decision making.
• Developing, assigning and monitoring tactical plans - This allows the team
to develop individual tactics for that customer.
• With the strategic foundation in place, the action plan evolves through a
series of carefully planned steps:
• Understanding the customer's organizational structure - Gaining
commitment from a customer begins with the identification of true
decision makers and influencers. This is an ongoing and dynamic process
because customer personnel assignments change, new information is
garnered, new relationships are created and the decision track is subtly
modified. As contact increases, a major requirement is to analyze personal
characteristics of key players. Their personality makeup creates unique
decision making dynamics.
• Determining the power structure - As key customer personnel profiles
evolve, potential influence relationships can be defined. From these, a
power chart, rather than an organizational chart, is created, which
delineates the "real" flow of decision making.
• Developing, assigning and monitoring tactical plans - This allows the team
to develop individual tactics for that customer.

12. • It is at this point that many otherwise effective plans
die. If results are not monitored, targets set and the
entire process reiterated, it will not succeed.
• Sometimes these programs are even driven from
outside the company at the outset in order to establish
momentum free from corporate politics.
• Successful key account management demands supplier
management commitment, resources, and time. It is a
process, not an event!
• For the equipment industry, the rewards for success
are large, and the penalties for failure long lasting - and
possibly fatal.
• It is at this point that many otherwise effective plans
die. If results are not monitored, targets set and the
entire process reiterated, it will not succeed.
• Sometimes these programs are even driven from
outside the company at the outset in order to establish
momentum free from corporate politics.
• Successful key account management demands supplier
management commitment, resources, and time. It is a
process, not an event!
• For the equipment industry, the rewards for success
are large, and the penalties for failure long lasting - and
possibly fatal.

13. "The Seven Keys to
Managing Strategic Accounts"
Let's take a look at what are the aspects that experts recommends as optimal key account
behaviour:
- Learn how to meet and interact with your customers' top decision makers.
- Never take your competitors for granted: they'll usually surprise you.
- Set realistic goals, and be prepared for the stress of last-minute problems or changes that
will come with no warning.
- Get to work before everybody else does.
- Know your customers' needs and concerns intimately.
- Help customers even in areas unrelated to your product or service.
- Only bend the rules when it's necessary to service the customer.
- Remember that competitors may sometimes offer better service.
- Make sure your customers know when a problem has been solved and that they know you
know.
"The Seven Keys to
Managing Strategic Accounts"
Let's take a look at what are the aspects that experts recommends as optimal key account
behaviour:
- Learn how to meet and interact with your customers' top decision makers.
- Never take your competitors for granted: they'll usually surprise you.
- Set realistic goals, and be prepared for the stress of last-minute problems or changes that
will come with no warning.
- Get to work before everybody else does.
- Know your customers' needs and concerns intimately.
- Help customers even in areas unrelated to your product or service.
- Only bend the rules when it's necessary to service the customer.
- Remember that competitors may sometimes offer better service.
- Make sure your customers know when a problem has been solved and that they know you
know.
13
(c) copyright 2010 Dr Wilfred Monteiro
www.synergymanager.net

14. • is a nationally acclaimed
stalwart in the field of
business management with
an illustrious career spanning
over 30 years
• He is a consultant and advisor
to Board of Directors of
leading companies &
Chambers of Commerce;
• a management trainer of high
repute who has conducted
over 2250 seminars in India
and abroad in areas of
business strategy, marketing
& organization development.
• a Visiting Professor to
premier management
institutes and staff training
colleges throughout India.
Dr WILFRED MONTEIRO
• is a nationally acclaimed
stalwart in the field of
business management with
an illustrious career spanning
over 30 years
• He is a consultant and advisor
to Board of Directors of
leading companies &
Chambers of Commerce;
• a management trainer of high
repute who has conducted
over 2250 seminars in India
and abroad in areas of
business strategy, marketing
& organization development.
• a Visiting Professor to
premier management
institutes and staff training
colleges throughout India.
14website: www.synergymanager.net

15. – http://wilfredmonteiro.blogspot.in/
– http://negotiating-wizard.blogspot.in
– http://salescoach-india.blogspot.in
– http://the-sales-champ.blogspot.in
– http://salesforce-excellence.blogspot.in
– http://strategic-selling.blogspot.in
– http://hrm-excellence.blogspot.in
– http://personal-growth-guru.blogspot.in
– http://thegreatmanager.blogspot.in
– http://leadership-by-values.blogspot.in
– http://therightetiquette.blogspot.in
Dr WILFRED MONTEIRO
please view the blogspots I have developed for my participant ongoing learning
– http://wilfredmonteiro.blogspot.in/
– http://negotiating-wizard.blogspot.in
– http://salescoach-india.blogspot.in
– http://the-sales-champ.blogspot.in
– http://salesforce-excellence.blogspot.in
– http://strategic-selling.blogspot.in
– http://hrm-excellence.blogspot.in
– http://personal-growth-guru.blogspot.in
– http://thegreatmanager.blogspot.in
– http://leadership-by-values.blogspot.in
– http://therightetiquette.blogspot.in
15website: www.synergymanager.net
(c) copyright
2010 Dr Wilfred
Monteiro
www.synergyma
nager.net

16. CONTACT US
Dr Wilfred Monteiro
TELE : 91 22 9819843927
EMAIL: wm@synergymanager.net
Website: www.synergymanager.net
SYNERGY MANAGEMENT ASSOCIATES
sales force development expertise since 1993
SYNERGY MANAGEMENT ASSOCIATES
sales force development expertise since 1993
OUR AREAS OF CLIENT SERVICE INCLUDE:
• Formulating Sales Strategic Plans
• Designing of Sales Systems & Process
• Auditing Sales Processes & Practices
• Leadership & Salesforce Development
• Key Customer-Account Management
• Improvising Salesforce Motivation & Engagement
• Installing Performance Measurement Systems
• Building Customer Centric Organizations