3. How We Learn
• 10% of what we read
• 20% of what we hear
• 30% of what we see
• 50% of what we both see and hear
• 70% of what is discussed with each other
• 80% of what we experience personally
• 95% of what we teach to someone else
-William Glaser
43. An Every Dealer List Is Necessary For
Routing
Outlet
No.
Route
No. Account Name Addresses
Service
Freq.
Trade
Channel Volume
1 114 Alexus Deli 692 Greenwood 3x 147 12
2 117 Alph's Bar and Grill 723 Angier Ave. 2x 020 8
3 114 Andriotti's Restaurant 578 North Ave. 2x 018 10
4 114 Athenian Pizza 680 Greenwood 1x 018 9
5 118 Buggehti's 601 North Ave. 1x 018 30
6 116 Carl's Quick Stop 124 Winton Terrace 1x 004 12
7 101 Chateau Efite 410 Rankin St. 1x 018 6
8 116 Chinese Buffet 783 Angier Ave. 3x 018 9
9 120 Connie's Convenience 550 Greenwood 1x 003 14
10 122 Crown's 212 Ponce De Leon 2x 147 18
11 112 Dante's Deli 598 Angier Ave. 1x 147 9
12 124 Deano's Diner 114 Morgan St. 1x 018 20
13 117 Dillion's 215 Somerset 2x 020 6
14 114 Discotheque Unique 273 Ponce De Leon 1x 035 24
15 118 East of Eden 105 Somerset 1x 035 30
16 115 Fan Faire 218 Bonaventure 1x 018 35
17 115 Fielder's Rest Stop 653 Ponce De Leon 3x 147 7
18 123 Freda's Lunch Room 109 Somerset 1x 018 15
الزيارة معدل تصنيف
العميل
44. In Step 3, Zones Are Created
1 2 3
Update
Database/ Every
Dealer Survey
Locate Outlets
on Map
Create Zones
4 5 6
Calculate Time
Available
Calculate
Number of
Routes
Build Routes
Build Routes
60. There Are 6 Main Steps In
Creating Routes
1 2 3
Update
Database/ Every
Dealer Survey
Locate Outlets
on Map
Create Zones
4 5 6
Calculate Time
Available
Calculate
Number of
Routes
Start Routes
61. Take A Minute Of Your Day To Look Into The Faces Of The People You Manage
66. Identifying Key Accounts?
Who are the Key Accounts?:
• Are they just the big ones? ؟ عندي عميل اكبر هو هل
• Are they the ones you wouldn’t lose? يمكن ال الذي العميل هو هل
؟ خسارته
• Are they the ones that offer futures profit? الذي العميل هو هل
؟ مستقبلية ربح فرصة يمنحك
• Are they the ones you want your staff to focus on- to look
after the very best? فريق علية يركز ان ترى التي العميل هو هل
المبيعات
• Are they the ones where extra effort will bring extra
returns?اكبر؟ مجهود معه بذلت كلما اكثر نتائج يعطي الذي العميل هو هل
• Are they the ones that demand more from you? العميل هو هل
؟ فيه منتجك على الطلب يزيد التي
• Are they the ones that will take your business where you want
it to go? تريده الذي للمكان سيصلك الذي العميل هو هل
75. KAM Vs. Selling Process
Traditional التقليدي
• My job is to make the customer want what we have. مهمتيانالعميل
يشتريالليعندنا.
• I work in my own best interests and if that doesn’t suit the customer,
I will let my company know through sales reports. اناهاشتغلبالطريقة
الليتعجبنيولوالعميلمشعاجبههاكتبفيالتقرير
• Achieving my sales target is my number one objective. هدفيتحقيقرقم
الهدف.
• I will aim to do this with minimum disturbance to my own
organization. اناهدفيانمحدشيشتكيمني
76. KA Team competences
Skills
- Traditional Sales Task
• Product Knowledge المنتج معرفة
• Interpersonal skills التعامل مهارات
• Presentation skills التقديم مهارات
• Negotiation skills التفاوض مهارات
• Self organization منظم و مرتب
• Time management الوقت ادارة
• Territory management المنطقة ادارة
• Independence مستقل
Possible in a top class sales person
Skills
- The Key Account Task
• Strategic planning استراتيجية خطط
• Business management ادارة
االعمال
• project management ادارة
مشروعات
• Team Leadership العمل لفريق قائد
• Innovation & Creativity و مجدد
مبدع
• Managing diversity االدارة في تنوع
• Co-ordination متعاون
Possible in a well formed KA team
77. Key Accounts Manager
So, for all the earlier mentioned objectives, Key Accounts Manager is
viewed by Key Account customers as:
“A Walking Bank”
“ A rich Businessman”
It is no harm, but rather a privilege. It uncovers opportunities. And it
is the right time to capitalize on these views.
78. What is requiring Skills for the Key Account manager/Rep?
المطلوبة االساسية المهارات
•تجارية خلفية
•محلل
•مخطط
•التواصل مهارات
•التفاوض مهارات
•االقناع مهارات
•التقديم مهارات
•االفراد ادارة و بناء
•بارع و دبلوماسي
•ن العليا الشركة مصلحة يضعصب
عينية
• Commercial awareness
• Analyzing
• Planning
• Communication
• Negotiating
• Influencing
• Presentation skills
• Initiative
• People management
• Building and leading
teams
• Tact & diplomacy
84. Customer Business Plan
Key Learning about Customer Business Plan
• The CBP is our best tool in understanding:
– Customers
– Categories
– Consumers
– Market Place
• The CBP is a “Roadmap” to:
– Grow overall business
– Achieve company’s goals
– Achieve customer’s goals
• A good CBP:
1) Identifies opportunities/issues
2) Defines strategies
3) Provide direction
No plan- No key account
86. Contents
• The Key Account Team
• The Contact Matrix
• History performance Analysis; Sales growth, spending
• Category information; market share, competition %
• Objectives, Strategies, Activities, clear and measurable
• Primary & Secondary spaces required, New listings, merchandizing the category
• Promotion Calendar
• Implementation timetable
• Tracking tools, RBR
• Spending plan, get approval from management, but do not include it in the proposition
87. Key Account Team
Core Team
• …. KA Manager
• ….
• ….
• ….
Surround Team
• ….
• ….
• ….
• ….
• ….
• ….
• ….
88. Contact Matrix
Key
Account
Manager
Your team
member
Your team
member
Your team
member
Your team
member
Your team
member
Buying
Director X
Their team
member X X X X
Their team
member X X
Their team
member X X X
Their team
member X
Their team
member X X
Their team
member X X
90. Category Information Analysis
2004 2005 2006
Category A Volume/Val
YOY Growth
Category B Volume/Val
YOY Growth
Category C Volume/Val
YOY Growth
91. Category Information Analysis
2004 2005 2006
Brand X share from A
Competitive Brand from A
Brand Y share from B
Competitive Brand from B
Brand Z share from C
Competitive Brand from C
92. Objectives, Strategies, Actions
Objectives Strategies Actions
To achieve SR 2.50M Focus on Cereals - list 5 additional SKU’s
with client ‘X’ (+15% vs. LY) - increase shelf space
in 2003 - agree permanent
secondary visibility
for coated
Improve visibility of - participate in each
Confectionery leaflet
- “BTS” promotion
- Increase shelf space
for Bon O Bon by 20%
93. Share of Space Required
Primary Secondary
(specify)
• Brand X
• Brand Y
• Brand Z
NB, Primary better will be if defined in % share
94. Promotion Calendar
• Define promotions per each
individual brand
Set promotion calendar, clear,
with defined objective and
execution time table
• Try to plan separate activity per
each KA. This gives intimacy as
each is treated with special Tailor-
Made
• Work with smart objectives, aim
is to promote consumption, not
building customer inventory
• Make calendar user friendly. The
last thing you like to do, is to
make your primarily KA buyer
confused
•حده على منتج لكل الترويج خطة تحديد,ان
موضوع لها و ومحددة واضحة خطة تكون
/لجدول محددة التنفيذ خطة ايضا و هدف
زمني.
•لكل مختلفة الترويجية الحملة تكون انعميل
حده,التميي انطباع العميل سيعطي وهذاز
له مخصص التويجي العرض يكون بان.
•الترويجي العرض من الغرض يكون ان
حجم زيادة ليس و المبيعات حجم زيادة
العميل لدى المخزون.
•ح االستخدام سهل المستحدم التقويم جعلتى
العميل تشويش الى يؤدي ال.
96. -المتابعة ادوات Tracking Tools
⚫ Define a set of tracking
reports to show progress
and allow easy evaluation
for each activity
⚫ Urge your customer to
share his info with yours
⚫ Highlight success. In case of
failures, highlight remedies
⚫ Make Regular Business
Review (RBR) a regular habit
•ال المتابعه االدوات تحديد و وضعتى
تق التي االنشطة تقييم و تظهربها وم
.
•معك المعلومات لتبادل العميل حث
•النجاح على الضوء تسليط.ح فيالة
سب على الضوء تسليط ،الفشلل
التصحيح.
•االعمال مراجعة و استعراض
االعتيادية