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Because of the sales-based culture of the role, a NAM is inclined to consider business relationships mainly in terms of face-to-face contact. As a result, there is seldom time to develop and maintain systematically an effective network of business contacts.
The NAM job has become highly complex in terms of the decision-making process, both within the supplier organisation and those of its customers. In addition, the job requires the active management of such a variety of relationships, both multi-level and multi-functional, that there is insufficient time to build and maintain an effective level of business relationships, solely via face-to-face contact.
The major benefit of pro-active networking to your contacts will be a constant source of ‘non-selling’ information - for you the pay-off is the creation of a ‘mutual help’ environment, extending your ‘reach’ into both organisations, far beyond what could have been achieved via face-to-face contact alone.
However, in order to derive these benefits, it is essential that the network be built up and effectively maintained, using a systematic process. This 21 page paper describes the process in full detail.
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Objectives of Networking
How to Fuel the Network
Management and Control of the Network
Benefits of Networking
Grocery Retail News, Tools, and Training for Key Account Managers in the FMCG Sector
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