DIY – Key Account Management (english version)

All good is coming from above

After inventing and assembling the earth and its cosmos (or vice versa) in a

fairly short time, God retired to his home office on another busy day and

thought deeply about an adequate sales initiative for his future product and

service offering that he wanted to develop and implement from his invention.

In the course of these somewhat lengthy deliberations and after several

bilateral meetings with his saintly advisor , the CEO, sitting at his writing altar

at the end of a really task-intensive week, had the flash of inspiration that

promised to master the challenge in one fell swoop:

No, he didn’t want quick sales success by hook or crook, although that

seemed very tempting to him spontaneously .

(For God, the CEO, said: It is now time for KAM to become. And

whoosh: There was KAM.)

Although the number of his target customers was still manageable, his Holy

Spirit had already suggested in his function as chief consultant that only a

visionary sales strategy would secure customer acceptance and ensure the

long-term success of his development work. This is evidenced by a core

message from one of the meetings that was recorded in the minutes: “What

you can manage today , don’t put off until tomorrow!”

Rather, he had a vision of a structured sales strategy for the long-term

marketing of his services. And, of course, he needed at least one or, as

demand increased, several sales reps for his product range.5

After a grueling recruiting campaign and subsequent assessment center ,

conducted together with his son, the designated brand ambassador , the first

choice was a certain Peter (not married, no children, mobile) as the new key

sales person to start putting together a sales team right away .

Both parties agreed very quickly on the terms of the contract: an indefinite

employment relationship with the right of termination on both sides on the

Day of Judgment. The remuneration package was comfortably equipped

with thirteen monthly salaries as a fixed salary and a target-related bonus

payment. It was initially agreed that the bonus would be paid pro rata at the

middle and end of each year. Later, the payment was to be made at Easter

and Christmas.

The CEO named his KAM Saint Peter , immediately put him on his payroll

and wrote the first motivational mission statement in his to-do list:

Make a good catch!

It was crystal clear to all those involved in this faith incubator that, especially

at the beginning of market development, there should not be too many sales

guidelines in order not to confuse employees and customers in advance.

They had to convey a clear , understandable and plausible message with an

appropriate call-to-action character .

A significant goal was also in focus: additional employees were to be

recruited from users. This is still known today as the cradle of multilevel

marketing.

From the managers of the first hour, dubbed ‘disciples’ in the job description

and led by the junior manager in a direct reporting line, he expected the

highest level of appropriate qualification, which of course was to be

continuously improved in supply-specific further training measures.6

The mother of all business reports with its accompanying trainer manual still

exists today, but in several different culturally and religiously specific versions.

T oday we know that this was the last important step in Genesis, when our

(almost) all CEO invented Key Account Management and set its rules.

And that was on a Sunday , without the overtime ever being paid off. At least

that’s how the legend goes.

Hallelujah !

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