Key Account Management, Automotive & Vehicle Engineering

Key Account Management, Automotive & Vehicle Engineering

Your trainer: Roberto Capone and team

Achieving higher returns in the sales territory through sustainability and quality management.

Sales, selling and key account management are enjoyable. They become even more rewarding when priorities are clearly defined and development planning can be shaped sustainably. This is a responsibility for every individual salesperson, both in inside sales and in the field.

This industry-focused seminar is aimed at professionals who supply OEMs or first-tier suppliers in the automotive sector and who wish to place price and margin management, as well as customer value and satisfaction, on a sustainable development foundation.

The Three Sales Assets

In principle, the Institute for Sales and Marketing, IVM, defines three “sales assets”:

· New customer acquisition through online and offline acquisition

· Existing customer management and existing customer development

· Customer win-back as a sustainable process

In these three areas, inside sales has numerous tasks and can define and communicate various performance indicators and key performance indicators, KPIs, internally in order to optimize the continuous improvement process, CIP, as well as the competitiveness of the product and the company.

· Corporate objectives

· Objectives in marketing and sales

· Motivation and incentives at all internal and external customer touchpoints

· Opportunities for acquiring new customers

New Customer Acquisition

In the area of new customer acquisition, we focus on selected impulses that are possible both online and offline. In the practical part, we will be pleased to examine your current company situation, define priorities and develop an action plan for practical implementation in your company.

· Differentiation between marketing qualified leads and sales qualified leads

· Sales funnel management in connection with metrics and KPIs

· Objectives by acquisition type and campaign

· Communication options and stand-up meetings with marketing and management

· Quantitative and qualitative customer and market development controlling

Existing Customer Management

Existing customer management is important to all of us. Nevertheless, our focus on existing customers is often limited. Time is lacking, and priorities are set and communicated incorrectly. In this part, we concentrate on:

· Segmentation

· Structuring

· Prioritization

· Recognizing conflicts of objectives and communicating them in a customer-oriented way, both internally and externally

Volume is good and necessary; margin is better. Participants will learn to recognize product performance and product-related services and to market and sell them appropriately in terms of price.

· Satisfaction as a fundamental element of customer-centric corporate management

· Customer retention and customer loyalty

· Options for measuring satisfaction

· Implementation of a continuous improvement process with the aim of optimizing and communicating satisfaction and competitiveness as a unique customer proposition

· Selling based on margin and contribution margin

· Cross-selling and up-selling

· Potential management

· Degree of potential utilization 1, 2 and 3

· Expanding the supplier position and optimizing commitment and partnership

· Building trust and maintaining it over the long term

Customer Win-Back

Customer win-back is also referred to in English in the context of the “churn rate.” It is easier to re-engage a former customer and inspire them again with our product or service than it is to acquire a prospective customer who has not yet bought from us.

· Reasons why customers leave

· Cause-and-effect diagram / fishbone diagram

· Initiation of a continuous improvement process

· Individual customer and market development planning with “most wanted customers” in inside sales and field sales