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Strategic Customer Management: Developing profitable relationships with key customers
Strategic Customer Management (SCM) has become a crucial capability that businesses need to develop. The reason? Big customers are getting bigger, rationalising their supplier base and becoming more sophisticated and demanding.
Programme dates: June 5-6, 2017
Strategic Customer Management (SCM) is therefore an approach that allows companies to create value in key customer relationships. Best practice in SCM starts defining in a strategic customer plan, the key parameters of the relationship with the customer. Then, world-class organizations that adopt SCM as a mechanism to achieve competitive advantage engage in reconfiguring their resources balancing and harmonizing strategic and operational practices. A key part of a comprehensive SCM program is the definition of the role of the key account manager, and the development of sound inter-organizational interactions. Overall, SCM is framed as the integral process to align supplier’s structures and practices to those of the customer to generate profitable, long-term relationships. These are all elements that are addressed in the program in a systematic yet highly practical way.
|WHO SHOULD ATTEND AND WHY?|
This program is designed for individuals in customer management positions, including, but not limited to:
The program is also useful for procurement managers dealing with key suppliers to provide them with the understanding of how the suppliers aim to add value to the customer business.
Day 1. Analysing and Preparing Strategic Customer Plans
The aim of the Strategic Customer Planning sessions in day 1 is to provide a set of tools and methods to analyze key clients prior to devising strategies to manage these clients, and to identify ways to add value to their businesses. In the current business environment, increasingly powerful and demanding customers are forcing suppliers to create customised offers and to add superior value to remain relevant. The sessions will provide an integrated approach to analyse key clients in depth, to better address their current and future needs.
Day 2. Implementing Strategic Customer Plans
The sessions on Implementation focus on the practical aspects of making the SCM planning happen. These sessions will look at how organisations need to organize for SCM and how best practice companies have implemented SCM. The sessions will also cover the importance of account plans in successfully managing Key Accounts. Some organizations excel in defining SCM strategies and devising detailed customer strategies that in occasions are not translated into day-to-day actions and practices. These sessions will help understand the facilitators and barriers for successful SCM implementation.
Javier Marcos is a senior faculty with 20 years of experience working in academia, consulting and multinational corporations. His main areas of teaching and research are Sales & Key Account Management and Management Education & Development. He is recognised for his innovative teaching and the proactive engagement with delegates and clients.
Javier is a fellow of the University of Cambridge Judge Business School where he headed up Custom Programmes in Executive Education. Formerly he was a Senior Lecturer in Sales Performance at the Centre for Strategic Marketing and Sales at Cranfield School of Management. He is also the Director of Learning for Performance, a consultancy practice offering customised management development, consulting and research services for sales effectiveness and organisational development.
He has designed and delivered programmes globally for clients such as Astra Zeneca, Barclays, SAP, Cap Gemini, Geodis-Wilson, GKN Aerospace, Pfizer, Rolls-Royce, Unilever and a number of small and medium sized businesses. His approach is one that blends leading edge research with practical methods that can be applied into the client’s business, contextualised to its markets and organizational structures.
Javier is the co-author of two books From Selling to Co-creating and Sales Management: Strategy, Principles and Practice, and numerous academic and practitioner-oriented articles. He has written more than a dozen thought leadership reports on topical issues of sales and customer management. He is a regular speaker at conferences and industry events.
890 EUR + VAT Early bird fee (if payment is made before May 1)