Key Account： The Negotiating Process

This research plans to evaluate the changes and evolutions from the real world of key account management compared to literature review： How decisions are taken, what processes help to be successful on tenders, how to cooperate on a world basis, what methods facilitate conclusions. This work looks for a measure of evolution and changes during a negotiation process by KAM compared to existing literature research. Key account negotiators take strategic dimensions into account when starting a negotiation process. They measure the cost of negotiations, help their clients to position themselves properly, and develop partnerships. In general, researchers are more interested in organization and clients than in integrated processes. The process analysis is built on an in-depth analysis of Key Account Management （KAM） on three matters： an in-depth interview of 20 Key Account Managers from such companies as Air Liquide, Matra, Alcatel, GEC Alstom, Bull, EADS, PPG, an advertising agency and Omnicom on prospecting, partnerships, client’s effectiveness optimization, client’s qualification, lobbies, networks, international accounts. This research shows how KAM faces complex situations, how training and monitoring bring solutions to difficult situations, how information is managed through transparency relationships, TV shows, press media, information from shows and fairs, competitors evaluation. This work conceptualizes the KAM negotiation process and permits to managers to identify the different negotiation steps from their numerous mutual professional witnesses. The number of companies could have been larger, but we interviewed each salesperson in depth. Future work on key account salespeople should consider the following subjects： influence of KAM on tenders. Which ethical steps KAM can take with client companies to improve results. Innovation perception by clients is as a tool for success.

Will the Ban on Liquor Sales To Juveniles Be Effective?

Retailers are not allowed to sell alcohol to juveniles and signs advertising this must be clearly shown in supermarkets and liquor stores. This is according to Article 19 of the Regulations on Management of Alcohol Circulation, which was put into practice on January 1. The provision marks the second time in 2005 that the tightening up of liquor sales was written into the law. The first occasion was a provision in the Regulations on Retail

Effective Sales Training: We know what skills, but do we know the customers?

Often times, sales training includes interactive role play. When it comes to the topic of developing professional relationships, however, we need to be more forceful, so the manager tactfully and intelligently includes the true decision maker.