Top accounts come with a double edged sword - while they contribute a sizeable portion to your company's bottomline, they become the target of competition that constantly tempt them with better offering and price discounts. In addition to the competitive attacks, key accounts often exercise their heavyweight pressures by demanding more for less as they know their bargaining power with the strategic vendors. It is quite common that account teams while managing the key accounts become too operational in the day-to-day and lose sight of the need to be proactive, nurturing and developing the account more strategically. Sophisticated buyers today have access to a borderless market and more information through the power of the internet. As the business environment becomes more competitive, vendors are now seen as a critical extension to help the client achieve their goals. With an effective key account plan, vendors unwittingly corner themselves into accepting price discounts as a retention strategy without realising that they could be booted out by the next vendor who can provide a better price or a better value proposition. As we enter a turbulent economy of wobbly fundamentals and a shaky economic outlook, we need to adopt a proactive approach to handling our core assets, our top customer base by systematically crafting a clear plan of action to achieve the competitive edge for your customers' needs and their business outcomes.
This course is designed for anyone who is responsible for the strategic direction of the customer accounts. Typical designations that have found this course useful are those who are strapped with a lean account sales team who strive to improve the growth of their installed base. Past attendees titles include Group or Senior Sales Managers, Account Directors, Account Managers and National Account Managers.
In addition, senior leaders who are spearheading the areas of business development, product marketing management and country marketing are recommended to attend to achieve a better understanding of a customer-driven approach to strategy planning. Past attendees titles include Business Development Directors, Product Management Directors, New Product Commercialization Managers and Marketing Directors.
As the definition of a key account varies widely between organisations and industry-type, we define that it is any account or customer that is either large or important to your business growth and therefore needs one-to-one managing in order to ensure good relations and a productive win-win for both vendor and customer.
Part 1: How to use key account management as a tool beyond the planning process
Regina Chua is a global corporate veteran who has spent more than fifteen years holding various regional management positions in multinational corporations, specialising in marketing and business development of cutting-edge new technology solutions in Asia-Pacific for both industrial and consumer industries.
Her past seven years in China and Asia focused on sales and marketing development and new business market penetration initiatives in companies like Scott Paper, Apple Computer and Compaq Asia Pacific.
Her hands-on approach in global IT companies such as Verisign Inc., Schlumberger International Industries Asia, Compaq, Kimberley Clarke and Ogilvy Direct has proven that her strategies work, thus validating her frameworks and processes, which have become the key to translate business plans into successful sales achievements. Her strategic and operational approaches were highly effective in localising and adapting regional plans to maximise sales and marketing effectiveness across diverse cultures and business practices.
Regina brings a powerful blend of corporate veteran, consultant and trainer experience to the workshop. She has provided inhouse and public sales training for more than 1,200 executives and managers in just 18 months for MNCs and SMEs. Understanding the challenge of the Asian B2B consumer, the outcome of the workshop is evident by her impressive customer credentials and testimonials of the improved sales performance.
Regina holds a Bachelor of Business Administration from the National University of Singapore in 1988. She earned her MBA in Strategic Marketing from the University of Hull, United Kingdom in 2000 and a Diploma in Action-based Training from the Atlantic International University, USA in 2003. She also attended the highly acclaimed profession executive development programme, Developing Strategic B2B Opportunities at the prestigious Thunderbird University in Phoenix, Arizona, USA. She is also a certified behavioral consultant with DISC personality profiling.
Today, Regina provides business consultancy for those who need practical, down-to-earth solutions strategic business plan, go-to-market strategy and deployment, marketing strategy and planning and sales force management. Consulting clients today included global leaders and leading SMEs in Singapore and the region.
She is also a pioneer in developing B2B training workshops such as B2B Marketing Strategy, B2B Key Account planning and management, B2B Lead Generation Development in Asia for companies in Asia. Most participants come from the Fortune 500 and Singapore 1000 companies such as Philips, British Council, Dupont, Boston Scientific, NEC, Osram and Elsevier.