"عسى ان يكون علما ينتفع به" key account management integrators key customer poultry market animal health

1. Key Accounts Management
Strategic Customer Partner Process
(SCPP)
1

2. Training Outcomes
› At the end of the session, all participants will be able to:
1. Share common definition on poultry key account management
2. Share common functions of key account manager
3. Classify key accounts
4. Share team best practices for successful key account management
5. Understand and apply the 3 phases & 6 steps of the “SCPP map” for
key account management approach
2

3. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
3

4. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
4

5. Key Account
Definition
Key account is an existing or
potential source of business
which is;
1. Big (in terms of business potential)
2. Complex (in terms of
organizational complexity)
5

6. Classification of Key
Accounts
Key accounts are classified
according to
1. Company performance at the
key account level
2. Potential; products and Key
account

7. Key Accounts Classification Criteria
Company Performance at the Key Account
Level
Particulars Score (1-10) Weight Grade
Sales Volume
Profitability
KA Loyalty to
Company
Account Manager
Rating
Total
7

8. Cont. …
Particulars Score (1-10) Weight Grade
Sales Volume 60%
Profitability 20%
KA Loyalty to
Company
10%
Account Manager
Rating
10%
Total
8

9. Cont. …
Particulars Score (1-10) Weight Grade
Sales Volume 5 60%
Profitability 7 20%
KA Loyalty to
Company
8 10%
Account Manager
Rating
6 10%
Total
9

10. Cont. …
Particulars Score (1-10) Weight Grade
Sales Volume 5 60% 3.00
Profitability 7 20% 1.40
KA Loyalty to
Company
8 10% 0.80
Account Manager
Rating
6 10% 0.60
Total 5.8
10

11. Rating
› Class A: score from 8 to 10
› Class B: score from 5.5 to 7.99
› Class C: score from 1 to 5.49
11

12. Three Tier Customer Performance
Concept
50%
40%
10%
Sales Volume
12
Class A
10% of
Customers
Class C
60% of
Customers
Class B
30% of
Customers

13. Key Accounts Classification Criteria
Potential; Products and Key Account
Particulars Score (1-10) Weight Grade
Customer growth Vs previous period
growth
Customer annual potential growth
Our current share of customer
requirements
Our ability to increase our sales
volume with the client
Total
13

14. Cont. …
Particulars Score (1-10) Weight Grade
Customer growth Vs previous period
growth
20%
Customer annual potential growth 20%
Our current share of customer
requirements
30%
Our ability to increase our sales
volume with the client
30%
Total
14

15. Cont. …
Particulars Score (1-10) Weight Grade
Customer growth Vs previous period
growth
7 20%
Customer annual potential growth 7 20%
Our current share of customer
requirements
8 30%
Our ability to increase our sales
volume with the client
4 30%
Total
15

16. Cont. …
Particulars Score (1-10) Weight Grade
Customer growth Vs previous period
growth
7 20% 1.40
Customer annual potential growth 7 20% 1.40
Our current share of customer
requirements
8 30% 2.40
Our ability to increase our sales
volume with the client
4 30% 1.20
Total 6.40

17. Rating
› Class 1: score from 8 to 10
› Class 2: score from 5.5 to 7.99
› Class 3: score from 1 to 5.49
17

18. 9 Grid Account Ranking
A3 A2 A1
B3 B2 B1
C3 C2 C1
3 2 1
A
B
C
Performance
Potential

19. 9 Grid Account Ranking
A3 A2 A1
B3 B2 B1
C3 C2 C1
3 2 1
A
B
C
Performance
Potential

20. Key Account Strategy
A3
Maintain
A2
Intensity
A1
Intensity
B3
Maintain
B2
Optimize
B1
Intensity
C3
Reduce
C2
Reduce
C1
Optimize
3 2 1
A
B
C
Performance
Potential

22. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
22

23. 23
Key Account
Management
A strategic business approach
with the objective of ensuring
long-term and sustainable
business development
through profitable
partnerships with strategically
important customers

24. Objectives of KAM
1. Maximizing the sales velocity.
2. Increasing average deal size with each customer.
3. Minimize price erosion by developing specific process to
build and manage accounts.
4. Increasing customer loyalty and customer retention.
Thereby, be value partners to our customer
24

25. The Key Account Management Concept
› Many people focus on sales goals
› Some people also focus on strategic goals
› Strategic account managers focus on value goals and allow
the sales and strategic goals to support these value goals
25

26. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
26

27. 27
Key Account
Manager
Generate
New Leads
& Accounts
Negotiate &
Coordinate
Deals
Monitor &
Report
Results
Improve
Market
Position
Maintain &
Build
Relationshi
p
Plan &
Manage
Activities
1. Plan and schedule
activities.
2. Have goals and
objectives for each
client visit or sales
activity.
3. Prepare for all
possible scenarios.
1. Understand clients
need and goals.
2. Offer solutions to
help solve customer
issues or concerns.
3. Manage payment
terms, pricing and
discounts when
negotiating.
4. Create win-win
scenarios that
benefit both
company and
clients.

28. 28
Key Account
Manager
Generate
New Leads
& Accounts
Negotiate
&Coordinat
e Deals
Monitor &
Report
Results
Improve
Market
Position
Maintain &
Build
Relationshi
p
Plan &
Manage
Activities
1. Maintain friendly
business
relationship with
clients.
2. Develop
partnerships with
key clients.
3. Rank and prioritize
key accounts
1. Observe and take
account of all
relevant events
surrounding their
clients business
2. Understand how
client activities will
affect their
company’s market
position
3. Monitor and
analyze competitor
activities
4. Report all relevant
activities to their
management

29. Key Account
Managee
Generate
New Leads
& Accounts
Negotiate
&Coordinat
e Deals
Monitor &
Report
Results
Improve
Market
Position
Maintain &
Build
Relationshi
p
Plan &
Manage
Activities
29
1. Make sure sales
and collection
targets are
exceeded.
2. Work on building
company brand.
3. Try to make
company products
become the
preferred in the
market.
1. Generate leads that
have not yet been
tapped by the
company.
2. Work on turning
new leads into
customers.

30. Mistakes
of Key Account
Managers
1. Accounts with the highest
potential are not designated as
key.
2. Too many accounts are
designated as key.
3. Too often accounts are
transactional rather than
strategic.
30

31. What Should We be
Doing
1. Know your customer business
and business culture.
2. Understand why the customer
benefits of your service.
3. Consider how your customer
use your product.
4. Find out what your customer
thinks about you.
5. Find out how you stack-up
against your competitors.
6. Learn about your customer’s
decision-making process.
31

32. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
32

35. Why do we need a strategic
approach to KA?
1. To support the long-term goals of
strategic accounts.
2. To ensure the long-term financial
success.
3. To ensure optimal penetration,
maintenance and growth of
strategic accounts.

36. Long term relationships
are not measured by
how long you have
been calling
on the account
but by
how far forward
you are looking together
into the future

37. Building Long Term Relationship
1. Change the way you do business today with identified key
customers.
2. Develop relationships that are more mutually supportive.
3. Learn more about what motivates your customer and the
issues they face.
4. Understanding the needs of your customer’s customer.
5. Compare customer objectives to our account objectives and
look for areas of alignment.
6. Develop strategy for targeting specific people in accounts
over time.
7. Strategically allocate your resources to your key accounts.
37

38. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
38

39. A proven method for
linking company goals to
customer goals.
A future oriented
strategic approach.
What is Strategic
Customer Partners?
Resulting in optimized
win-win outcomes.

40. Step 1
Gather account data
Step 2
Analyse key player
roles and priorities
Step 3
Identify needs and
opportunities in the
account
Step 4
Define goal, strategies
and initiators
Step 5
Create action plan
Step 6
Effectively execute
and monitor results
Phase 1: Analysis
Know and understand the account
Phase 2: Vision
Seize opportunities
and strategy
Phase 3: Actions
Effectively execute and monitor results
Revisit – Review – Revise
as needed

41. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
41

42. Step 1
Gather account data
Step 2
Analyse key player
roles and priorities
Step 3
Identify needs and
opportunities in the
account
Step 4
Define goal, strategies
and initiators
Step 5
Create action plan
Step 6
Effectively execute and
monitor results
Phase 1: Analysis
Know and understand the account
Phase 2: Vision
Seize opportunities
and strategy
Phase 3: Actions
Effectively execute and monitor results
Revisit – Review – Revise
as needed

43. Phase 1: Key Account Analysis
Know and Understand the Account
1. Step 1:
– Gather account data
2. Step 2:
– Analyze key player roles and priorities
43

44. Phase 1: Analysis
Step 1: Gather Account Data
44
Key
Account
Data
KA Profile
Disease
Manageme
nt
Company
Product
Portfolio
Competitor
Activity
What is the
decision
chain?
What
issues
does the
account
has to face
in his
activity?
 Type of production and volumes
 Type of breed/Population
 Farms locations
 Technical office location
 PG% - Future expansion/growth
 Age and weight of broilers
 Slaughter/live market
 Usual performances
 Key issues for local Poultry Industry (IBD -
Coccidia - IB - Mycotoxin - Clostridia)
 Key account interest in production cost?
Quality of products? Branding? Differentiation?

45. Cont. …
45
Key
Account
Data
KA Profile
Disease
Manageme
nt
Company
Product
Portfolio
Competitor
Activity
What is the
decision
chain?
What
issues
does the
account
has to face
in his
activity?
 Vaccination program
 Prophylactic feed additives
 Routine treatment in drinking water
 Biosecurity program

46. Cont. …
46
Key
Account
Data
KA Profile
Disease
Manageme
nt
Company
Product
Portfolio
Competitor
Activity
What is the
decision
chain?
What
issues
does the
account
has to face
in his
activity?
 Products that suit key account disease
management
 Product potential
 Existing and prospected sales

47. Cont. …
47
Key
Account
Data
KA Profile
Disease
Manageme
nt
Company
Product
Portfolio
Competitor
Activity
What is the
decision
chain?
What
issues
does the
account
has to face
in his
activity?
 What are the main competitors at the
account?
 What are the strategies and tactics used by
the competitors in their products and
services?
 What are their market share and sales
growth?

48. Cont. …
48
Key
Account
Data
KA Profile
Disease
Manageme
nt
Company
Product
Portfolio
Competitor
Activity
What is the
decision
chain?
What
issues
does the
account
has to face
in his
activity?
 Technical team?
 Managers?
 External consultants
 Prescribers?

49. Cont. …
49
Key
Account
Data
KA Profile
Disease
Manageme
nt
Company
Product
Portfolio
Competitor
Activity
What is the
decision
chain?
What
issues
does the
account
has to face
in his
activity?
 Margin?
 Recognition?
 Flock performance?
 People education?
 Technical issues?
 Cost of labor?
 Trading?

51. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
51

52. Phase 1: Key Account Analysis
Step 2: Analyze Key Player Roles and
Priorities
› Analyze the key players within the strategic customers and
how they influence decisions;
1. Ratifier
2. Decision-Maker
3. Influencer (A,B,C)
4. Gatekeeper
5. Coach
52

53. Ratifier
• People at very high levels in
the organization who have low
involvement in the decision
process.
• Ratifiers desire low
involvement in the decision.

54. Decision-Maker
• He is the person who makes
the final decision.

55. Influencer
(A,B,C)
• A person who have some input
into the decision based on
their function or expertise.
• Influencer can be categorized
for our purposes as A, B, or C
level (high, moderate, or low)

56. Gatekeeper
• People who do not have the
authority to make strategic
decisions but who can block
your access to those who can
(purchasing agents, legal
personnel, administrative
assistants, etc...)

57. Coach
People who are;
• knowledgeable about the
company.
• Credible within their
organization.
• Willing to meet with you
• Able to provide insight
information and direction.

58. What are the Commitment Levels That a
Key Player Can Have in an Account
Organization?
58
Obstructionist Champion
Doubter Supporter
Dynamic
Receptivity
Lo
w
Hig
h
Hig
h

60. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
60

61. Step 1
Gather account data
Step 2
Analyze key player
roles and priorities
Step 3
Identify needs and
opportunities in the
account
Step 4
Define goal, strategies
and initiators
Step 5
Create action plan
Step 6
Effectively execute and
monitor results
Phase 1: Analysis
Know and understand the account
Phase 2: Vision
Seize opportunities
and strategy
Phase 3: Actions
Effectively execute and monitor results
Revisit – Review – Revise
as needed

62. Phase 2: Vision
Seize Opportunities and Strategy
3. Step 3
– Identify needs and opportunities in the account
4. Step 4
– Define goal, strategies and initiators
62

63. Phase 2: Vision
Step 3: Identify Needs and Opportunities
in the Account
Situation Question Problem Question
Implication Question Need-Payoff Question
Identify Need
63

64. Cont. …
64
Problem Question
Implication Question Need-Payoff Question
Situation Question
• What is the epizootic situation?
• What are the most important pathogens pressure?
• Where do you have highest mortality?
• What are your objectives when you vaccinate?

65. Cont. …
65
Situation Question
Implication Question Need-Payoff Question
Problem Question
• What challenges you are facing?
• What types of difficulties occur when using vaccines and FA? How
often?
• In which cases do you think your current FAs are not optimal?
• Which element do you want to improve in your disease
management?
• What issues do you have to face in your activity, in terms of;
• Flock performance? People education? Technical issues?
Margin? Cost of labor? Trading?

66. Cont. …
66
Situation Question Problem Question
Need-Payoff Question
Implication Question
• What is the impact of vaccination/FAs on your profitability?
• How to get max profit?
• What results you want to achieve?
• What impact does this have on your protocols?
• What would be the gain to add ***? What are the consequences
for you…?

67. Cont. …
67
Situation Question Problem Question
Implication Question
Need-Payoff Question
• What if I offer you a prophylactic AF treatment for ****?
• What if you have another option for controlling *****?
• Future plans?
• What kind of service you would like to get (at a time on
continuing basis)?

68. Review Potential Ways to Solve Issues
› Increase margin (production cost or differentiation)
› Increase recognition (in front of own customers)
› Flock performance (potential uncontrolled diseases,
management)
› People education (lack of knowledge, lack of motivation)
› Technical issues (management, equipment…)
› Cost of labor (automation..)
› Trading (Find new customers, go to international…)
68

69. What Match These Needs in Our Portfolio
?
› What is our portfolio?
– Feed additives and antibiotics
– External consultants and experts
– Technical team
– Communication tools
– Vaccines
– Devices
– Diagnostic tools
69

71. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
71

72. Phase 2: Vision
Step 4: Define Goal, Strategies and
Initiators
Goal may be;
1. Strategic goal
2. Sales goal
3. Value goal
72

73. Strategy Vs. Tactics
Strategy
– A long-term plan to achieve a result or results beneficial to you and
your customer
– Example: penetrate the account at high levels and build support by
using our “expert resources” on team sales calls
Tactic
– A short-term action designed to help execute a strategy or plan
– Example: have our marketing vice president deliver part of an initial
capabilities presentation to the customer's decision-making
committee
73

74. Phase 2: Vision
Step 4: Define Goal, Strategies and
Initiators
The 3 fundamental Strategies;
1. Alignment Strategy
– What level of organization relationship is best suited to
meet your goals?
2. Access Strategy
– To whom in the account do you require
access to gain support and commitment for your long -
term strategic goals?
– How do you best carry out a strategy for selling to multiple levels of
customers?
3. Allocation of Resources Strategy
– What resources will you require to meet your goals, and how should
they be allocated?
74

75. The 5 Levels of Alignment
What is your Alignment Quotient Indicator?

76. 76
C C C C C
Competitors
You and your
organization
Customer

77. 77
C C C CC
Spectator Vendor
Preferred
Vendor
Business
Consultant
Strategic
Partner

78. 78
C C C CC
Spectator Vendor
Preferred
Vendor
Business
Consultant
Strategic
Partner
Spectator
• You and your organization have no
relation with the customer.
• The account deals with your competitors
and does not see a need for your product
or service.
• You have chosen not to work with this
account.

79. 79
C C C CC
Spectator Vendor
Preferred
Vendor
Business
Consultant
Strategic
Partner
Vendor
• You and your organization are
on a relatively equal playing
field, supplying products and
services to the customer.

80. 80
C C C CC
Spectator Vendor
Preferred
Vendor
Business
Consultant
Strategic
Partner
Preferred Vendor
• You are the supplier of
choice and own the largest
share of the customer
business.
• You advice the customer on
your products and services

81. 81
C C C CC
Spectator Vendor
Preferred
Vendor
Business
Consultant
Strategic
Partner
Business Consultant
• You help the customer
manage of their business.
• You consult with them to
help meet their long term
business goals.

82. 82
C C C CC
Spectator Vendor
Preferred
Vendor
Business
Consultant
Strategic
Partner
Strategic Partner
• You and your organization manage the customer
business in your area of expertise providing bottom line
value that they cannot achieve without you.
• You are considered to be an integral part of the
customer organization.
• You provide completely integrated systems to run the
operation and the product mix is often composed of your
products and services and those of your competitors.

83. What’s Your Alignment Quotient?

84. Common characteristics of the 5 levels of
Alignment
Relationship Access Resources Provided
Spectator
Sales organization
provide no product or
services
Limited, usually to
gatekeeper
Few or none
Vendor
Sales organization
provide product and/or
services
Limited, usually to lower
level including
gatekeeper
Product is most
important resource
Proffered vendor
Sales organization
provide product and/or
services
Access to low and
middle level
Products and value
added services
Business
consultant
Sales organization
provide consulting to
help customer meet
business goals
Access to all or most
levels
Products, value added
services and consulting
beyond products
Strategic
partner
Sales organization co-
manages a function of
customer’s business;
often contractual,
though may be non
Easy and regular access
to all or most levels
Two organizations share
and manage resources,
including those of the
customer and the sales
organization’s
84

86. › Key account management essentials
– The key account definition and classification
– The key account management definition, objectives and concept
– Functions of key account manager
› The strategic customer partner process
– Phase 1: analysis
› Step 1 - gather account data
› Step 2 - analyze key player roles and priorities
– Phase 2: vision
› Step 3 - identify needs and opportunities in the account
› Step 4 - define goals, strategies and initiatives
– Phase 3: actions
› Step 5 - create action plan
› Step 6 - track key performance indicators
86

87. Step 1
Gather account data
Step 2
Analyse key player
roles and priorities
Step 3
Identify needs and
opportunities in the
account
Step 4
Define goal, strategies
and initiators
Step 5
Create action plan
Step 6
Execute action and
monitor results
Phase 1: Analysis
Know and understand the account
Phase 2: Vision
Seize opportunities
and strategy
Phase 3: Actions
Effectively execute and monitor results
Revisit – Review – Revise
as needed

88. Phase 3: Actions
Effectively Execute and Monitor Results
5. Step 5
– Create action plan
6. Step 6
– Execute action and monitor results
88

89. Phase 3: Actions
Step 5: Create Action Plan
Present offer to customer
1. Meeting with relevant support
1. Available products
2. Technical and marketing support
3. PR support
2. Focus proposal on solutions
1. Show ROI
2. Determine targets
3. List actions and products together
4. Pricing is part of collaboration
89

90. Phase 3: Actions
Step 6: Execute Action and Monitor
Results
Implementation
1. Covers the full period (year)
2. Perfect execution - full involvement of the team
3. Monitor execution regularly
4. Build and improve credibility, show your commitment and high skills
level
5. Prepare next period collaboration - collect new information, analyze
barriers and expectations
90

92. Step 1
Gather account data
Step 2
Analyze key player
roles and priorities
Step 3
Identify needs and
opportunities in the
account
Step 4
Define goal, strategies
and initiators
Step 5
Create action plan
Step 6
Effectively execute and
monitor results
Phase 1: Analysis
Know and understand the account
Phase 2: Vision
Seize opportunities
and strategy
Phase 3: Actions
Effectively execute and monitor results
Revisit – Review – Revise
as needed

93. Review and Update Your Plan
› On periodical basis, review each key account plan progress
and modify in necessary.
93

94. Contact us on;
ossama.motawae@eurekaeg.com
+201023985680
94