• 2008.05.28 - 05.30   [Shenzhen]   English with sequential Chinese interpretation

In today's highly competitive markets, increasing numbers of companies realise that building strong relationships with key accounts is crucial to success. However, most company executives do not have an understanding of how to make a key account strategy work. In this programme we will discuss the many issues involved in making your company more competitive and positioning you to deliver high value through your key account management programme. We will discuss how the organisation and support system you set up in your company make a critical difference, and how you also need the right selling skills to make it work.

This programme is designed to provide participants with the understanding needed to make key account strategy work. It will help to increase the competitiveness of the company's organisation and systems, as well as increase the capabilities of the relevant people to deliver the desired results.

Participants will go back to their companies ready to:

• Design a successful key account programme
• Identify customers who are the best key account prospects
• Forge powerful allies among key senior executives
• Create influential alliances through internal cooperation
• Sell through complex purchasing structures
• Position the company to compete strategically
• Seek out and capitalise on new opportunities
• Anticipate future needs of key accounts

• Setting the Stage: Top Level Thinking
• The Key Account Pyramid: A Tool for Superior Performance
• Determining the Relationship Status of a Key Account
• The Key Account Pyramid: Execution - Organisation Structure for Serving Key Accounts
• The Key Account Pyramid: Execution - CRM
• The Key Account Pyramid: Execution - Effectively Selling to the Key Account
• The Key Account Pyramid: Enablers
• Maximising the success of your key account programme

Day 1

• morning
  • Setting the Stage: Top Level Thinking
    • Provide a starting point for our ensuing discussions as to why focusing resources on key accounts makes companies more competitive
    • Introduce a "systems" approach to how your company needs to engage to well-serve key accounts
    • Highlight the crucial role of the sales effort on bringing value to served markets
    • Understand how to position your company as a preferred supplier, a business consultant, or a partner/ally
• afternoon
  • The Key Account Pyramid: A Tool for Superior Performance
    • Continue systems thinking to the specific layers of key account programmes including strategy, execution, and enablers
    • Discuss the intended outcomes of key account programmes and risks (downsides)
    • Open discussions to participating executives to assess current status of key account efforts and assess "gaps" in key account efforts

Day 2

• morning
  • Determining the Relationship Status of a Key Account
    • Develop the "right resources for the right customers" concept and learn to apply it in evaluating customers for key account programmes
  • The Key Account Pyramid: Execution - Organisation Structure for Serving Key Accounts
    • Establishes the critical components of key account management that are essential to serving the most important customers to the company
    • Discuss various organisational forms/structure options along with advantages and disadvantages of each
• afternoon
  • The Key Account Pyramid: Execution - CRM
    • Introduce CRM processes
    • Discuss efficiency and effectiveness gains within CRM frameworks
    • Open discussions to participating executives to assess current status of these efforts
  • The Key Account Pyramid: Execution - Effectively Selling to the Key Account
    • Selling to key customers is different than typical selling - aspects unique to serving key customers is the focus
    • The large account selling process
    • What customers want from a key account relationship
    • An effective key account salesperson - who is this person?
    • Open discussions to participating executives to assess current status of these efforts
    • Case study: Using the programme learning from the previous sections on strategy and execution to practice identifying opportunities for improvement in serving key customers

Day 3

• morning
  • The Key Account Pyramid: Enablers
    • Supervision, the right people, motivation & compensation
    • Discuss the critical role of putting the right people in supervisory roles
    • Recruitment issues for key account management are different than recruitment for sales people
    • The important issues involved in getting the recruitment strategy in line with the overall key account programme
    • Compensation issues to consider when the focus is on strong key account relationships
• afternoon
  • Maximising the success of your key account programme
    • Integrate the ideas from this workshop into a cohesive, actionable plan
    • Identify steps to take to make an immediate difference in working with key customers

The programme will be held at Novotel Bauhinia Shenzhen at Qiaocheng Dong Road, Overseas Chinese Town, Shenzhen.

Applications are reviewed as they arrive. Completed applications must be received 20 working days before the start of the programme. Any applications received after that date will be considered on a space-available basis. Please address all applications and enquiries to our customer service team in Shanghai, Beijing or Shenzhen.

If a confirmed booking is cancelled within 15 working days of the start of the programme, or if the applicant fails to attend the programme, a cancellation fee equaling to 20 percent of the total programme fee will be charged. If an applicant is unable to attend the programme, the applicant may transfer to another CEIBS Executive Education programme within the same calendar year. When a request to substitute participant(s) for the same programme is made less than 15 working days prior to the start of the programme, we are unable to guarantee the seat(s).

* CEIBS reserves the right to amend information on this programme including price, date, location, faculty, daily schedule and other details.

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The Key Account Management programme gives me access to tools and methods that can improve work efficiency. The in-depth analysis and vivid metaphors help me reach a fuller understanding. It is an excellent programme which offers systematic learning!

Connie Liu
Deputy general manager of Property Consultant Dept.
World Union Properties Consultancy (China) Co., Ltd.

The Key Account Management programme uses a stimulating teaching approach and offers different tools to analyse, monitor and run regular operations. This allows me to reflect and systematically contemplate issues regarding key account management as well, so that I could settle down and rethink systematically those issues on key account management.

Frank Qiu
Key Account Manager
Owens Corning (China) Investment Co., Ltd.

This programme is well-organised, systematic and pragmatic. I am deeply depressed by the classification of key accounts which helps greatly in achieving more effective key account management. The importance of systemising key account management is another important learning.

Qian Ying
Senior Business Manager of South of China
Beijing Novartis Pharma Ltd. Guangzhou Office

The programme has not only exerted great influence on me, but also benefited me a great deal. It is and will be of great help to me. In review of what I've gained in the past several days, I feel that the programme helped us to know more about ourselves, our customers and competitors from different perspectives by different approaches and also helped us to find the right countermeasures and ways of development. After the programme, I strongly feel that 'knowing your enemy and yourself, you can fight a hundred battles with no danger of defeat', just as the saying goes.

James Bao
Account Manager
Shenzhen Zhongwang Electronics Co., Ltd.