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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
Retail News, Tools, and Training for Key Account Managers in the FMCG Sector
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