At the conclusion of this major account selling skills course participants will be able to:

• Use personality behavior tendencies to profile and adapt to client contact personnel
• Use consultative major account managing skills to guide the thought process
• Identify and develop account strategy and tactics based on yearly key performance indicators
• Manage the virtual team to focus all company resources in support of the client
• Demonstrate proactive initiatives that support client and supplier's business goals and objectives
• Nurture a trusted advisor position
• Help them discover and acknowledge the value-added that supports your price premium
• Distinguish the formal and informal decision making process
• Nurture and leverage the inside advocate
• Deal with the political ramifications within the supplier company and within the client's large account
• Develop the needs matrix based on Value Analysis Diagrams
• Use executive bridging to establish long term relationships
• Use non-business and family oriented entertaining to solidify the relationship

The global market is getting more competitive with Chinese firms focused on volume putting significant pressure on price points and margins of existing suppliers. The pricing pressure is severe and incumbent suppliers need to remind and confirm the added value they bring to the relationship. A ton of effort is placed on winning a major deal, the same effort must be made to maintain a large or major account. Selling and managing national / major accounts is a complex activity involving the whole team. Large account selling complexity is compounded by the fact that the client knows they are a major customer and will flex their economic muscle if they think they are not getting the most favored deal. In addition, supplier reduction programs have made it imperative to enhance major account team selling using all supplier resources. And as the pivotal contact point between the large account and the supplier, the account executive must:

1. Manage the large account virtual team (in some cases outmaneuvering other executives for internal resources)
2. Be the voice of the client to internal business teams all the while growing the depth and width of product and services provided to the client

As this large / major account selling and managing system has been been adapted globally, the one common denominator with clients is value. Value is a key whether the client is in: North America, South America, Europe, Mideast or Asia.