The Key Customer Deep Dive.
The method applied end to end with one account team on one key customer: the offer, the proposition, the number, the plan, and the projected growth presented to your senior leaders. A reference plan for every account that follows.
Build one properly and the rest have something to copy.
Most account plans are written to a template by one person on a Friday. The Deep Dive builds one the other way: a small team, a real customer, every step of the cycle, and both of us in the room. At the end there is a strategic plan for that customer, a projected growth number, and a presentation to leadership that explains how the plan was built.
It does two jobs at once. Your account team gets a plan that will move the number on a customer that matters. And we learn your business from the inside, which is what makes the programme that follows yours rather than generic. Clients who run the Deep Dive first shape the tools and the training to fit how they actually work.
Three situations this fixes.
One customer decides the year
A single account is a fifth of revenue, the renewal is inside eighteen months, and the plan for it is a spreadsheet and a relationship.
You want to see the method before you buy the programme
A pilot on one customer shows what the cycle produces, with your people, on your numbers, before a cohort is committed.
The plan exists and nobody reads it
Forty pages, filed after the QBR. The leadership team wants the twelve answers, in their language, current.
A reference plan, and the number it points at.
Presented to your senior leaders at the end, with the process explained so it can be repeated.
The strategic customer plan
Built through every step of the cycle, in the form the planning tool keeps current.
The customer value proposition
Inside-out from the customer's future state, evidenced, and tested before it is pitched.
The number
The whole wallet, your share, the gap, and the growth projected for this customer.
The decision-making unit, mapped
Roles, dispositions and the relationships your team holds and does not.
The value ledger, started
Baselines agreed and the measures both sides will use, so the renewal has an evidence file.
The leadership presentation
How the plan was built, what it projects, and what the business has to do to deliver it.
A day to start, a few sessions to build, a presentation to finish.
Pre-work
We read everything on the account, the customer's public record and your existing plan, and arrive knowing the customer.
The workshop
The account team and selected Forum members work the customer through the cycle: their world, the problem, the offer, the proposition.
Two or three working sessions
Half or full days to build the plan, the number and the pitch, with the tools set up on this customer. Support webinars between.
The presentation
The strategic plan presented to your senior leaders, with the growth it projects and the process that produced it.
A key account manager, selected members of the Strategic Customer Forum, and the functions that support the account. Both of us facilitating throughout.
Both of us. In the room.
Mark Davies
Chair of the Association for Key Account Management. Visiting Fellow at Cranfield and Aston. Author of Infinite Value.
Richard Brooks
Author of AI Strategy for Sales Teams (Kogan Page, 2026). Visiting Fellow at Cranfield. He runs the AI adoption and keeps the tools useful after we leave.
The method is the one in our next book, Creating Customer Value Propositions with AI (Kogan Page, May 2027), and the one we teach on the Cranfield KAM Best Practice programme.
From £17,000.
Both of us. The workshop, the working sessions, the webinars and the leadership presentation, on one customer. Priced per engagement once we have seen the account.
AI training and the tools are included, with the tools free for two years. Travel and expenses at cost. If you want the proposition alone, in three days and on one page, that is the One Page Proposition; the Deep Dive is the whole plan around it.
Three ways in, one method underneath.
Strategic Customer Forum
Your leadership team and the functions that make or break a key account, in one room, agreeing which customers are key, what they are worth, and how the business will serve them. Then a standing group that keeps it true.
KAM Development Programme
A training, coaching and development programme in which every key account manager builds a value proposition and a growth strategy for one real customer, and presents it to your senior leaders at the end.
Tell us where you are.
A sentence or two is enough. We reply within a working day, usually with three questions.