Job Openings Key Account Manager

About the job Key Account Manager

JOB PURPOSE

Key Account Managers are different from 'Opco' salespeople and Opco specific Account Managers, even though they both require the same 'drive for results' and 'passion'. Strategic Key Account Managers (SKAMs) are already accomplished Account Managers (AMs) or previous Key Account Managers (KAMs).

The skills and knowledge required are different. Strategic Key Account Managers must know how businesses work, have a grasp of finance and must be capable of putting together good financial arguments and justifications at board level, integrating offerings from all Opco's into a single customer centric solution, providing a competent 'Single Point of Contact' to the client (i.e. to the Strategic Account).

They are 'deal makers', who are mature individuals able to conduct themselves at any level within the customer organisation up to CEO level, where they must be capable of achieving 'trusted advisor' status.

They are fully accountable for the yield, and the relationship between the client and their own organisation, therefore needing to be skilled in managing the virtual team (made up of representatives from each respective and appropriate Opco). They are the representative (and advocate) of the client to their own internal organisation, and vice versa. They must be good at problem solving and are analytical in their approach. In their organisational capacities they must pay sufficient attention to detail to make sure nothing falls through the cracks, yet at the same time they need to be able to stand back and look at the big picture.

They must be able to make sound commercial presentations, negotiate and sell new ideas and propositions (thought leadership). They must be outstanding listeners who are pro-active by nature, able to prioritise. When necessary, they must demonstrate a sense of urgency. They need to know the market their own products ('inch deep, mile wide'), the competition, and their own company and its capabilities.

They do not need to be technical experts, but they must demonstrate an excellent conceptual understanding of their offerings (as provided by each respective Opco) and what these can do for their customer's business.

Each respective and appropriate Opco will provide an Opco specific Account Manager to work under the auspices of the appointed Strategic Key Account Manager (who provides the single point of contact to the client, representing all Opcos at the 'C' level of the Account).

To this end, the Strategic Key Account Manager is accountable for the building of, and maintenance of the Strategic Key Account Plan for the given Strategic Key Account. Each respective and appropriate Opco will appoint an Opco Specific Account Manager who is accountable for providing their respective Opco's Mini Account Plan (MAP) for the account in question.

It is important to note that the individual OpCo MAPs feed into the Strategic Key Account Plan Both the Strategic Key Account Manager as well as the respective Opco Account Managers will resource specialist knowledge from technical experts or pre-sales professionals as and when required and facilitate workshop sessions as appropriate.

Strategic Key Account Managers require 3 'Bodies of Knowledge':

1. Know the Account's Industry/Business

2. Know the Account

3. Know your Company, its Offerings and it's Capabilities

Above all, the Strategic Key Account Manager needs to know the customer inside out and be able to demonstrate an appropriate level of understanding and knowledge of their customer's industry. They view their account as a market place and will be expected to find opportunities for as many of their offerings, from all 8 Opcos as applicable to such a market place (i.e. account), skilfully qualifying-out opportunities unlikely to yield.

Strategic Key Account Managers are professionals who perform a variety of duties to manage and achieve

two primary outcomes:

1. Managing his/her employer's client relationships on the respective Strategic Key Account as well

as his/her own relationships. Managing both are equally vital and critical to achieving success

2. Preventing churn, securing retention and developing 'new business' within existing Strategic Key

Accounts

Key Account Managers cannot achieve these two objectives, Relationships (satisfaction) & Revenue (financial) on their own or without implementing a comprehensive Strategic Key Account Plan to identify and manage risk, reduce customer churn and generate leads for expansion. They integrate the MAPs from each respective and appropriate Opco to provide and manage a single and comprehensive Strategic Key Account Plan for the whole of the orginisation. 

KEY RESPONSIBILITIES:

  • Account Operations Management To implement a MAP for Key Account allocated, update the plan monthly according to the required time schedules and present the changes at the monthly Strategic Account Meeting. The documented Strategic Key Account Plan is a tool to, first and foremost, be of most use to the Strategic Key Account Manager and his/her account team (made up of representatives from each appropriate Opco, performing the role of Account Manager for their Opco, and thereby managing and maintaining a MAP which feeds the Strategic Key Account Plan) The overall purpose of maintain a Strategic Key Account Plan is to set the strategy for the account with the intent;
  • to build on or improve relationships and to ensure revenue retention & revenue growth by highlighting and managing opportunities & risk The ultimate measure is to add value to the client's business – in everything that they do. 
  • The Strategic Key Account Plan is an executable action-oriented document that answers the basic question: so what are you going to do and achieve with this client.
  • The Strategic Key Account Manager cannot achieve these objectives on their own; so, the Strategic Key Account plan is also the theme and glue that brings the entire account team together, integrating the various MAPs into one consolidated view, onto the same page (regarding the agenda we have for the client) irrespective of level – from senior executives, to technical personnel, to billing clerks. It is the document that aligns goals and purpose, enabling all to execute as a team in front of the customer. Even more importantly, it attempts to galvanise our team to become part of the customer's team.
  • This is achieved by gaining agreement on select portions of the account plan with the customer.
  • The account plan document is largely executable with the Executive Overview available to brief interested parties. It however does not operate in isolation or without checks and balances. To execute the account plan it should be tracked at 3 levels:
  • I. Twice a year the account plan strategy and major initiatives and directions are reviewed and adjusted appropriately, or alternatively whenever a major change has occurred in the customer to cause a change in our direction
  • II. Monthly the intended outcomes are tracked through key measurable metrics or KPI's to ensure the targets and objectives are tracking to the intended metrics and operational outcomes. These outcomes will indicate our progress (or not)
  • III. Sales reviews occur weekly It is compulsory for a Key Account Manager to attend the quarterly Strategic Key Account Planning workshop. 
  • Recommend and manage the P&L and budget for the respective Key Accounts and monitor financial performance so that the business is aware of anticipated costs and revenues, areas of unsatisfactory performance and improvement opportunities and that the team focuses on delivering against P&L targets to meet Altron's financial performance targets. 
  • On an ongoing basis, examine current operational processes to identify and implement potentialoperational improvements that will positively impact upon service, profitability and cost performance for the business unit.
  • Identify and facilitate sales and business growth opportunities and constantly keep the commercial goals on the operations leadership teams' radar.
  • Drive collaboration across industries and service lines, including collaboration, performance, cross and upsell opportunities.
  • Ensure the effective implementation of strategies and plans through thought leadership to ensure that the highest level of performance is achieved, and objectives are met.
  • Maintain an extensive network of internal and external contacts to ensure that the Key Account is optimally managed in its understanding of business, economic and commercial challenges and opportunities.
  • Lead relationship building initiatives with Principal Vendors including playing the lead role in negotiations with respect to pricing, procurement and inventory control.
  • Coach, support, mentor and challenge Key Account Managers in the application of effective operations practices, provide advice and guidance on complex issues to minimise risk and ensure performance.

CORE RESPONSIBILITIES:

  • Staff Leadership and Management
  • Manage the effective achievement of Key Account objectives through effective leadership and setting of individual objectives, managing performance, developing and motivating team to maximise performance.
  • Build and manage a high performing team by providing leadership, role clarity, training and career development.
  • Ensure open communication channels with staff and implement change management interventions where necessary.
  • Provide definition of roles, responsibilities, individual goals and performance objectives for the team.
  • Set KPIs and provide regular performance feedback through a well-defined and implemented performance review program within the business unit.
  • Encourage knowledge transfer through development and implementation of a knowledge transfer plan and drive continuous improvement philosophy through the knowledge transfer plan.
  • Performance manage resources in accordance with financial management policy and legislation where necessary.
  • Promote an 'Altron centric' and 'partnership approach' to develop strong relationships with other working groups and ensure adherence to Group governance.
  • Governance, Risk and Business Continuity Management Ensure that appropriate governance systems are in place and in line with future requirements, i.e. policies, procedures and reporting structures.
  • Continually assess the competitiveness of all operations programs and practices against the relevant comparable companies, industries and markets.
  • Stay up-to-date of new trends and innovations in operations.
  • Manage business risk, through continuous internal and external monitoring of business impact, as well as changes in stakeholder needs.
  • Lead and guide improvement projects that will increase profits or protect against risks in the function.
  • Establish and maintain the highest ethical standards in operations practices.
  • Ensure that the business unit is fully compliant with all Altron initiatives through conducting regular audits and taking corrective action.

External Parties and Relationship Management

  • Oversee relationship with service providers and ensure all the services are delivered properly,evaluate the performance of consultants and report any deviations to the relevant department for any corrective actions.
  • Manage relationships with operational Heads and other Group Executives and act as a trusted advisor.

COMMUNICATIONS & WORKING RELATIONSHIPS:

Internal:

  • Heads of OPCO's within the Altron Group
  • Head of internal Business Unit Functions within the OPCO
  • Other group executives (Group Chief Executive, COO, CFO, Group Marketing Executive etc)

Reasons for Interaction:

  • Ensure the achievement of the relevant internal
  • business unit sales objectives
  • Direct and lead relevant business unit initiatives
  • Ensure that the internal business unit sales
  • strategy aligns with and supports the overall
  • Organisation strategy

External:

  • Consultants and Service Providers (External service providers, vendors or partner consultants)
  • External advisors/consultants (Subject Matter experts)

Reasons for Interaction:

  • Negotiate and approve terms and conditions
  • Provide thought leadership
  • Drive collaborative partnerships and innovation

QUALIFICATIONS, EXPERIENCE, & SKILLS:

Educational Qualifications:

  • Business Management degree or equivalent qualification
  • Professional Qualifications - N/A
  • Years of Experience At least 8 years progressive experience within a professional services business, including the demonstrated ability to manage, deliver and grow Strategic Key Accounts.
  • At least 8 years solutions sales experience with a documented successful track record in selling high end services, rich and complex IT solutions in the relevant industry.

Other requirements

  • Good Business Acumen
  • Corporate Governance
  • Auditing processes
  • Solution Sales Methodologies
  • Relevant Industry/Domain knowledge
  • Entrepreneurial
  • Assertiveness
  • Leadership
  • Attention to detail
  • Conflict management
  • Professionalism
  • Presentation
  • Entrepreneurial
  • Customer relationship management

COMPETENCIES

  • Behavioural Competencies
  • Results Driven
  • Complex solution Sales & Support
  • Thought Leadership
  • Organised and Thorough
  • Learned Competencies
  • Differentiation, Justification and Powers of Persuasion
  • Negotiation
  • Financial Selling
  • Industry (Business) Knowledge of Customers Industry
  • Product/Service knowledge
  • Selling Against Competition
  • Hygiene Factors
  • Copes with Change
  • Desire to Develop & Grow
  • Integrity, Values & Trust
  • Logical Thinker
  • Passion for customers & Excellence

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