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Key Account Management, 5th Edition by Peter Cheverton

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34

The implementation plan

Too often the following scenario is played out. A group of key account managers is put through an intensive period of training, at first on their own, then with the members of their KA teams – the result being a highly motivated group of people keen to make KAM live and breathe.

Then, back in the workplace, in an environment unchanged from the one they left to go on the training, they find themselves facing a brick wall. Their managers have not been trained in the same concepts and tools as they. Their managers don’t understand their new requirements. Their managers seem to be keener on short-term fire fighting, call rates and the like. Their managers are unable to coach them in overcoming the many obstacles they face. ...

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