This is the ToC of KAM course that I deliver. KAM is a solid concept that has been around for sometime, however Middle East companies did not realize its importance as such. I have the pleasure to run it multiple times for large organizations in the region. Check out the detailed outline and book yourself in any of the coming courses at LEORON www.leoron.com

1. This is the Table of Contents of Key Accounts Management course
Pre-work:
 Introduction
The Baseline
 Your sales organization
 Sales Process and Stages
 Hiring criteria for the KAM team
 Coachability
o Step 1: Set Up a Role-Playing Exercise That Models Your Buyer Context
o Step 2: Evaluate the Candidate's Ability to Self-Diagnose
o Step 3: Evaluate the Candidate's Ability to Absorb and Apply Coaching
 Curiosity
 Prior Success
 Intelligence
 Work Behavior
 Are all sales professionals the same?
 Eight Sets of Sales Behaviors
o THE BEST
o THE REST
What is Key Accounts Management (KAM)?
 What KAM is:
 What KAM is not:
 Why KAM?
 Which customers qualify for KAM
 Account attractiveness
KAM challenges
 KAM is a corporate wide initiative
 KAM requires balance of objectives, opportunity, and resources
 Start with the objectives, then balance out the rest:
 EXERCISE
Opportunity Chains (external)
 Case studies
 Analysis: opportunity and value
 Conclusion
 Internal Chains
 Conclusion

2.  Managing a complex opportunity network
Opportunity Spiral (Internal)
 Penetrating the internal spiral
 Benefits of penetrating the spiral:
 Risks of penetrating the spiral:
Value Chain
KAM Relationship Models
 Exploratory Relationship
 Basic Relationship
 Cooperative Relationship
 Interdependent Relationship
 Integrated Relationship
How decisions are made in the KAM world
 The Customer’s DMU (Decision Making Unit)
 The authoritarian DMU
 The consensus DMU (democratic)
 The consultative DMU
The role of the buyer
 The ‘lead’ buyer (high interest, high involvement)
 The ‘specifier’ buyer (high interest, low involvement)
 The ‘service’ buyer (low interest, high involvement)
 The ‘gatekeeper’ buyer (low interest, low involvement)
The influencer wheel
The influencer matrix
 Completing the matrix
 User/specifier/economic/sponsor
 The sponsor
 The user
 The specifier
 The economic
The Contact Matrix
 GROW model
 Attitude towards change and to your company
 Who sits around the table:
 Buyers’ Perspective & Strategies
 Purchasing Revolution

3.  Exercise
 Buyers ignore the ‘cost in use’
 ‘Cost in use’ example
 Supplier rationalization
 Centralization of the purchasing organization
 Fight, flight, or freeze?
 Getting involved
KAM customers’ classification
 The six-step process
 Step 1: Objectives
 Step 2: Market segmentation
 Step 3: Assemble the classification and selection team
 Step 4: the ‘KAISM’: classifying your customers
 Step 4.i: Customer attractiveness factors
 Step 4.ii: relative strength factors
 Completing the matrix
 Exercise
 Step 5: Customer distinction strategies
 Step 6: Communication, alignment and implementation
 Exercise
KAM Plan
 The purpose of the plan
 A key account plan template?
 Some ‘must haves’
 Final tips on KAM plan
The role of the key account manager
 Implementation:
 Facilitation:
 Implementation roles
Closing