Revitalising all aspects of
business development to help
you maximise profitable growth

• Two or three days, depending on the agreed agenda

• To establish an Account Management and Development culture
• To enable delegates to work effectively in an Account Management environment, building relationships with the account and orchestrating specialist salespeople, so that the organisation is well placed to win any new business opportunity that arises
• To develop a methodology to ensure that the right strategy is chosen
• To help delegates make sure they are the supplier of choice

• Understand and apply different selling styles designed to win the account
• Develop a “scouting plan”, to talk at many levels
• Gain access to key individuals within new and existing accounts
• Hold effective sales meetings
• Put in place a process for pipeline and networking management
• Create major opportunities at a senior level
• Gain a hunting licence within an account to open up and discover potential opportunities
• Put in place remedial and housekeeping activities
• Qualify opportunities very thoroughly – they take a lot of resource
• Uncover the complex decision processes of large organisations
• Understand the “political maps” in their accounts
• Structure the plan to gain access to key people at all levels within new and existing accounts at key times
• Escape if trapped at the wrong level
• Talk the language of senior executives
• Gain preferred supplier status
• Use appropriate account planning documentation

• The differences between Account Management Selling and “Deal” Selling
• Selling Styles
• The concept of Preferred Supplier Relationships

• The difference between selling to recognised needs and selling to unrecognised needs – responding to needs versus creating the needs.
• The four selling styles, and the behaviours associated with them in the context of developing and growing the account relationship

• Preferred supplier status has several gradations, each one represented by a closer relationship with the customer
• The commitments that really lock us into the customer organisation, such as being on the committees or having a joint long term plan

• Climbing the preferred supplier ladder
• What this means through the eyes of the customer
• How to secure the level of account relationship the customer desires of you

• How to escape from our current low level of contact to meet the more senior people in our accounts without upsetting our existing contacts
• The importance of being in tune with the prospect’s buying cycles
• Keeping in touch until they are ready to move

• The objectives of a sales meeting should always be customer commitments
• Senior people expect you to give them some sort of decision to make
• What sort of decisions might they find interesting?

• Benefit selling versus criteria selling
• Encouraging the prospect to open up and talk about their ambitions, concerns and issues
• Listening as a communication skill
• Relationship management at an individual level

• How to pro-actively set up activities within an account to identify new opportunities

• I have not yet ... taking ownership to sort out any issues and showstoppers in an account
• The Care Plan ... taking ownership to sort out any problems with the current relationship and organising the resources to fix those problems

• The language of senior executives
• Asking all the right questions
• The differences between the needs of senior executives and junior executives

• How to use reference stories in a variety of circumstances

• The biggest waste of time is the sale you lose
• Top salespeople have hit rates of 80% to 90% for the sales on which they bid because they refuse to get involved with sales that they cannot win
• SCOTSMAN^® – the criteria needed to decide whether or not a project is worthwhile

• Understanding and mapping the politics of the prospect
• Who’s who in the zoo? What do they do?

• What process is needed to beat a competitor at a strategic level?
• What process is needed to beat a competitor at a deal level?

• How to win the account, not just the next deal
• The account planning process
• The use of documentation, its value