Programma

Sprekers

Dr. Marian Dingena

Marian Dingena is a visiting faculty member at RSM, and an expert in strategic customer management and commercial innovation in business-to-business markets. She has worked as a change management consultant for over 20 years. Marian has extensive experience across several industries and worked with management and sales teams in Europe, Africa, North America, and India.

Nicolaas Smit

Nicolaas Smit is a visiting faculty member at RSM, a teacher in St. Gallen University’s Executive Education programmes, senior consultant at the Account Management Center, and founder of Rebellution organisation renewal consultancy. He has extensive global experience across a wide range of industries working as strategy and change management consultant. He has a law degree from VU Amsterdam.

Dr Javier Marcos Cuevas

Javier is a management educator, researcher and consultant with 20 years of experience working in academia, consultancy and in multinational corporations. He is the director of Learning for Performance, a boutique training practice for Sales Effectiveness and Strategic Customer Management. He holds positions as Senior Industrial Fellow at the University of Cambridge IfM ECS, and Visiting Fellow at Cranfield School of Management, and teaches at IE, University of Michigan – William Davidson Institute and other business schools.

Resultaat

Resultaat

Door deel te nemen aan dit Engelstalige programma:

• krijg je uitgebreid inzicht in de uitdagingen op het gebied van strategisch accountbeheer vanuit intern en extern oogpunt
• word je gecoacht door vooraanstaande hoogleraren en leidinggevenden van grote multinationals
• deel je recente kennis en ervaringen met vakgenoten en breid je je professionele netwerk uit
• leer je de analytische, strategische en interpersoonlijke vaardigheden die zijn vereist voor het omgaan met belangrijke klanten in een moeilijk klimaat, zoals het beter herkennen en definiëren van klantproblemen en hoe je belangrijke berichten effectief kunt overbrengen binnen de organisaties van je klanten
• ontwikkel je je eigen actieplan dat is afgestemd op je bedrijfssituatie.

Wat komt er aan bod?

Dag 1

Strategic Relation

• Managing strategic account relationships
• The customer perspective
• The new buying reality
• Sourcing strategies: how do customers manage their supplies? Industry best practice

Learning objectives

• Understand the changing context and role of account management
• Distinguish strategic customers from other important customers
• Understand how strategic customer management differs from other sales approaches
• Assess strategic impact for supplier and customer organisations
• Understand the effects of the positions of customers and your own company in the value chain
• Identify sourcing strategies: why and how customers segment their suppliers

Dag 2

Joint strategic focus

• Discovering value innovation opportunities
• Defining joint strategic focus: value co-creation
• Bringing both worlds together: do supply and account strategies fit or misfit?
• Engaging senior management and leading without authority

Learning objectives

• Map your position in the customer’s portfolio of suppliers
• Learn to identify and discover opportunities for value innovation
• Understand how supply and account strategies fit together
• Identify key elements of an executive sponsorship program
• Understand when to ‘escalate upstream’ to remove roadblocks
• Recognise and minimise barriers that prevent internal alignment
• Achieve influence in a collaborative way, without using authority

Dag 3

Strategy in practice

• From strategy to practice: building customer action plans to drive alignment and engagement
• Making strategic account management programmes really work
• Building high-value relationships
• Strategic account management in your own practice

Learning objectives

• Leverage your company’s tools and processes to create a customised approach to managing accounts
• Improve governance that can be implemented or championed by the account manager
• Examine and foster alignment among stakeholders
• Explore areas requiring buy-ins from stakeholders such as vision, strategic objectives, opportunities and required investments
• Learn how to communicate the action plan, gaining buy-in, creating excitement and gathering credibility