Sales & Customer Experience
Account Management
Grow the accounts you already have, with a portfolio analysis, a purchasing-centre map and a written growth plan for the next year.
The business challenge
Why organizations ask for this.
Key accounts are usually managed reactively. Without segmentation, a share-of-wallet calculation and a map of who actually decides, account management becomes order-taking with travel.
Approach & methodology
How the programme actually runs.
Workshop + applied account planning · Face-to-face, applied to real accounts
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Planning and organizing the activity
Prospecting and the structure of the customer file; improving sales process conversion; analysis of the efficiency of the activity.
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Portfolio analysis
Customer segmentation by value, skill and will; calculating the growth potential of a key account through share of wallet; efficient opportunity scoring, what chance do I actually have of winning this customer?
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The purchasing centre
Analysis of the roles involved in the customer's decision-making, and how to cover each of them.
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The growth plan
Building the customer portfolio growth plan for the next year, and using the sales pipeline as a forecasting and performance tool.
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Reinforcement
Applied to the participants' real accounts, with manager review.
Competencies built
What participants can do afterwards.
Account planning
A written plan for the next year, with named opportunities and owners.
Stakeholder management
Map the purchasing centre and cover every role, not only the friendly one.
Customer satisfaction monitoring
Track the account's health before the renewal conversation, not during it.
Prioritisation
Score opportunities honestly, and spend your time where you can actually win.
Expected business outcomes
What the organization should see.
Greater share of wallet per account
Higher retention of key clients
Improved forecasting and pipeline growth
Schedule & format
Practical details.
FAQ
Frequently asked questions
Key account managers and sales leaders.
Workshop + applied account planning. The rhythm is deliberate: modules are spaced so participants apply the behaviour at work between sessions.
Face-to-face, applied to real accounts. We adapt the mix to your geography and shift patterns.
Yes, and it always is. We start with two to three individual conversations with selected participants, then rebuild the cases, the language and the practice situations from your business.
Kirkpatrick levels one to four: reaction, knowledge, self-assessed behaviour, and the participant's manager assessing the same competencies. We agree the target behaviours with the sponsor before design starts.
Digital missions and buddy work on PROMOTE, with the participant's own manager involved. This is the difference between 15–20% and 60–80% transfer into practice.
Yes. We also deliver in French across our Western European and African operations.
Related programmes
Others in Sales & Customer Experience.
Consultative Selling
A High Performance Learning Journey that moves a sales team from transactional to consultative, diagnose before you prescribe, and build the customer's business case with them.
Consultative Selling with DISC
The same rigorous method, plus a behavioural read of the person in front of you, so the approach adapts in real time to how that buyer actually buys.
Sales Academy
A participant-centred development journey for a whole sales organization: define the picture of success, measure the real gap with an assessment centre, then build only what is missing.
Start a conversation
Book a strategic discussion about Account Management.
If you are evaluating how to build capability that actually changes the way your organization works, we can help you define the right starting point, cohort design and delivery sequence.
The first conversation is diagnostic. We discuss your context, priorities, maturity, and where capability building can create measurable leverage.