Objectives: • Providing participants with the professional elements for an increasingly important position • Learning how to interact with key clients and how to captivate, interpret and read them, whereas they are the most important resource for the company • Offering an overview of the cultural climate in a customer-oriented company Audience Vendors, area or product managers, department or field managers that are interested in learning aspects of this crucial position
The globalization of markets
• The five trends of the scenario
• Saturated markets require new placements
• Strategies: do they still make sense?
• The new relationship between client and supplier
• New needs (without forgetting the old ones)
• A new position: the key account
• The psychology of the role
• The habits required by the role
• The abilities required by the role
The strategic role of the client
• The customers: do I know them?
• Customer Relationship Management (CRM)
• The customer database
• The customer satisfaction: what is it and how do I measure it?
• What tools can I use?
• How to bring information to the company
• How to read the future
• Discovering distinctive competences
Corporate climate and culture in a customer-oriented company
The system of expectations
• Delegation, control and decision-making
• Channels and networks: reading the company
• The development of complexity
• The project management in response to complexity
• From hierarchical system to teamwork: advice for successful teams
Time management
• Time as a competitive variable
• Time-consuming activities
• What to do?
• Emergency or urgency
• Working effortlessly reduce mistakes and stress
• A method to manage time
• Matching personal and business goals
• Everything deserves its time
• Defining what is primary, useful or valuable
• Delegating is saving time
• Delegating is building trust
The communication
• External and internal communication
• How can I evaluate the corporate image?
• The interpersonal communication
• Inductive behaviors
• Principles of deep communication
• Understanding and making ourselves understood
• Public speaking: creating a positive image of ourselves and of the company
• What is attractiveness?
• Three fundamental techniques
The negotiation
• Dealing with conflict of responsabilities
• The double adherence
• Managing meetings
• The most appropriate mental frames
• Inactivity at work: how to get rid of it
• Overcoming difficult moments: embarrassment, manipulation, aggressiveness
• The three rules for a good negotiator
The economic control
• The income statement
• The budget to define and understand the relationship with customers
• The management control: tools and indicators
• Activity timing
The master plan and its control
• Planning and meeting everybody’s objectives
• Certainty and uncertainty coexist in well made plans
• The plan is strategy in action
• The basic scheme of a plan
• Problems, restrictions, opportunities, resources
• Using spreadsheets to canalise uncertainty
• Using the web for real-time working
The performance evaluation
• Controlling is building the future
• The indicators as levers to understand the different aspects of reality
• The feedback as a factor of coherence
• Controlling is managing
• Managing deviations as actions
Ad hoc
Contatti
