Key Account Skills Required in Today's World

During my tenure as a Sales Leader there were many facets of my “Leader/Manager” role I had to fulfill.  The laundry list of skills was not too long: planner, recruiter, motivator, coach, mentor, https://issuu.com/raxxdirect/docs/thunderbird-fall16/18 etc.  I also needed to help land a few sales whales-the big accounts for our team to get us over the top and stir up some regional activity for the team.  These large accounts usually were global OEM’s and involved a more complex sale. 

The field salespersons on our team had the requisite skills and authority to handle their regional accounts-they were relationship builders, technical experts, application problem solvers, effective networkers and old fashioned tireless workaholics.  I didn’t have all these same skills as my direct reports.  They were always much stronger than me technically.  We had to develop a new set of skills to win at Large accounts.  We would build skills at the HQ level and then transfer this knowledge for our local sales teams so they could apply these skills in their territory and they could become regional sales leaders. 

We have all realized the buying process has changed drastically over the past 5-10 years. Sales processes and practices needed to adapt to win large accounts.  How has the buying process changed? 

1. The # of persons involved in the buying decision has changes-it is vendor selection by committee.  There are today usually 5-7 buyers at major accounts at various levels. (it was typically 3- an engineer, a buyer/purchaser and someone else previously and a buyer was avoided).  Buyers can’t be avoided any more-they have more power in the purchasing decision.  You need subject matter experts on the selling side to match the skills on the buying side.
   
2. Decision makers are less accessible and visible.
   
3. Face to face meetings are tougher to schedule.  Larger buying group necessitate multiple fractured meetings.
   
4. Product information is more plentiful and online.  As the April article states more information slows down the buying process.  http://www.jimthomasintl.com/blog/using-a-business-development-approach-to-guide-buying-decisions. 

What selling skills need to be added in this new environment?

1. A Project Manager.  Attention to detail is required.   The sales leader needs to coordinate meetings-group and individual, broadcast meeting findings, perform quality checks, obtain supplier approvals, monitor procurement process adherence, establish contacts of buyer/seller subject matter experts.  The tasks are endless, but there needs to be a go to person to keep the process moving and removing the numerous obstacles.    The salesperson has to monitor all the details to a successful conclusion-the essence of project management.
   
2. A Facilitator.  Someone needs to herd the cats from both sides and keep both sides prioritizing your project with all the other job functions the participants need to accomplish.  Deadlines need to be met and commitments kept so that trust is built.  The facilitator overcomes the systemic challenges facing both sides and keep developing solutions to everyday problems to keep the teams moving forward.
3. A product or service architect.  Large customers seldom want standard products.  They want a tailored solution that solves their complex problems and solves their unique need.  This solution is your differentiator and a barrier to entry for your competitors.  It can be priced as such.

Success at these three added skills are the ones which will catapult you into becoming a valued supplier for large accounts. 

Do you want to have a free fifteen minute discussion on large account sales process?  Sign up on my web site http://www.jimthomasintl.com/ or contact me directly by phone.


Good selling