Who Should Attend ?

 All managers in charge of an international key account and willing to build a successful global sales strategy

• Global account manager, key account manager, strategic account manager
• International/Global Sales Directors
• KAM/GAM/SAM Program Managers
• Global/International Marketing Managers, Global/International Customer Service directors

Benefits of Attendance

• Building the business case for a successful global/international key account management: costs and benefits
• Understanding the international/global customer strategy, reading the client's organization (global, plain international, multi-local...), improving the culture fit
• Developing the core competence of customer-centric leadership
• Understanding the innovative role of the global account manager: the client's “general manager”
  • international value creator: strategic, operational, relational
  • change agent and cross-cultural manager
• Defining a shared sales strategy, building an international account plan*

Training Approach

• An innovative approach of the global key account, mixing hard -analytical and strategic- with soft skills (change management, cross-cultural management)
• A customer-centric approach: “investing in account managers is investing in customers”
• An interactive methodology, based on real-life case studies and participants' contribution
• A personalized action to understand  the complexity of a global key account, strategic, organizational and cultural, and be successful
• Access to the Nomad’ Network, an exclusive online tool for Akteos’ clients and experts: find resources, exchange experiences, knowledge and insights

Programme Outline

Module 1: Developing a customer-centric leadership

1. Building the business case for a successful international key account management

• Understand the terminology: large account management, strategic account management, key account management, global account management; any differences?
• Opportunities and potential outcomes of a successful global key account management
• Challenges, traps and costs of global key account management
• Key success factors, big traps to avoid in definition and execution of a KAM/GAM program

2. Understanding a global kay account

• Defining “Global”: is the client truly global? Or international? Or multi-local? Consequences on the account management 
• Assessing the fit
  • strategic
  • organizational
  • cultural
• Understanding the client as a global buyer (ambitions, drivers, decision-making, sourcing strategy...)

3. Developing a "Customer-centric leadership"

• From product selling to solution selling, from market-centric leadership to customer-centric leadership
• How to become a strategic supplier: building client-specific solutions, influencing customer's strategies, balancing longer-term vision vs. short-term imperatives
• Developing 4 advantages: relationships, costs, quality and knowledge

Module 2: Understanding the role of the Global Key Account Manager

1. Creating international value

• Strategic: understanding, with a strong analytical and strategic perspective, with both the global and the local views, the customer's business
• Operational: translate this understanding into concrete solutions and actions able to create value for both the company and its client, locally and globally
• Relational: developing competences to engage the executive level, reconcile global and local interests, gather resources within its own company and within the client's organization, managing without authority, resolve conflicts, identify internal and external decision-makers and influencers

2. Becoming a actor of change and a cross-cultural manager

• Global key account management as a disruptive sales management approach
• How to drive the culture change, of the organization and the sales approach
• Developing 4 cross-cultural competences:
  • cross-cultural sensitivity (internal and external diversity, corporate cultures)
  • cross-cultural communication
  • uncertainty and ambiguity management
  • leadership across cultures

3. Defining a global account strategy

• Identify and qualify opportunities
• Articulate the value proposition
• Building a competitive strategy
• Defining a political strategy, with choosers and users, local and global, and understanding the mechanisms between them