In the last People Development News we introduced the "Salesperson in the 21st Century" series. This follows on from a similar series on the 21st century manager that we have run for the last few months.

In part 1 we raised and discussed the following questions; What are the trends in the environment that salespeople work in? What are the challenges? What are the key skills that are required for them to be effective in their role?

• If you missed part 1, you can access it here...

This month we look at the growth of Account management. Is anybody called a "salesperson" anymore? When did you last see that title on a business card? Account manager, Key account manager, Strategic account manager etc..these are some of the common labels. Is this simply about talking up a job role, or does it signify something more significant?

We believe the latter - that it implies something more significant. There are drivers from both the customer and the seller perspectives.

From the customer's perspective:

• The desire to derive greater value from the relationship

• Vendor reduction programmes, resulting in the need for a closer relationship with the selected suppliers

• The shift from a buying function to supply side management results in the supplier being required to have a greater understanding of their business and their requirements.

From the selling organisation's perspective:

• The need to convert demands for lower costs into a value proposition

• The objective of maximising the revenue opportunities from an account

• The desire to be positioned as a partner rather than a supplier

• A realisation that to grow and develop in a fiercely competitive market requires a very focused sales strategy at the account level

These two sets of drivers require a move from a "traditional" territory management approach to that of Account Management.

What are the implications for the skill requirements of people in these roles?

Of course, the classic sales skills are still important. But what else is required?

• A greater degree of planning and analytical ability

• The ability to see the big picture, so that the services and products being supplied can be seen in the context of the customer's business and to identify where more value can be added

• To be able to manage complexity - in terms of understanding the customer's business, and to be able to manage multilevel relationships in the customer organisation

• The confidence and the skills to create and develop equal relationships

Of course, account management is no one thing. Different accounts require different strategies, action plans and resources dedicated to them. Our approach to training and developing salespeople for an account management role recognises this. Building on foundation sales skills we introduce the competencies required for effective account management and help participants develop appropriate strategies for their live customers and prospective customers.

To find out more about our sales development programmes.