Large Account Management Process (LAMP®) uncovers how to best manage and grow strategic accounts by bringing the entire relationship into view. This process provides organizations a road map for identifying strategic customer relationships that have growth potential. Participants develop a one- to three-year plan to strengthen the account relationship through team selling and customer collaboration.

In the LAMP® program you will learn, apply, and practice the following relationship management strategies and tactics with your largest, key accounts.

Account Planning

• Move beyond one-sided, seller-driven traditional planning to a planning method that is customer focused, and developed jointly by the buying and selling organizations
• Define strong strategy

Levels of Buy-Sell Relationships

• Focusing your strategy on manageable segments
• Identify your Field of Play
• Learn the five possible levels of account relationship
• Move up the Buy-Sell Hierarchy, from meeting specs to making a contribution
• Understand how "selling up" decreases price sensitivity, the role of features, and competition
• Deliver corporate results by selling at the top

Situation Appraisal

• Analyze your current position in the account
• Compare your view and the view from your Field of Play
• Flesh-out the elements of Situation Appraisal: Strategic Players, Trends, Opportunities, Strengths, and Vulnerabilities

Charter Statement

• Distinguish between a Charter Statement and a mission statement
• Learn the three parts of the Charter Statement, and why it must contain all three
• Draft your Charter Statement

Goals

• Learn why goals are qualitative definitions of desired positions
• Discover why most selling goals are unrealistic
• Set goals from the account's point of view

Focus and Stop Investments

• Focus your limited selling resources where they will be most effective
• Terminate resource allocation where payoff is marginal or unrealizable

Single Sales Objective

• Learn the most common error in setting objectives
• Identify your Single Sales Objectives (SSOs) that are tangible, specific, and quantifiable
• Hear examples of "fuzzy" and sharply defined SSOs

Revenue Targets

• Establish your Revenue Target as a sales result that can be achieved during a specific period of time
• Compare Revenue Targets and quotas
• Hear why a sound Revenue Target usually exceeds quota

Sales and Support Programs

• Go beyond the close to full organizational commitment
• Learn how Sales Programs and Support Programs differ but are both essential

Put it All Together

• Gather data about your account and determine resources to investigate
• Confirm information at appointments
• Develop the Strategic Account Analysis (Gold Sheet) including tasks to be completed, by whom, and when