Key Account ManagementRenewal-time discounts keep the account and erode it. Measure how you actually grow strategic accounts.
Twenty-four items — five key-account situations and 19 behavioural statements — measure whether you partner in the client's success, protect value at renewal, manage account profitability rather than revenue and keep relationships multi-threaded. Four banded competencies, a narrative and a growth plan come back.
Transactional and discount-first are the habits that shrink an account
The five situations are the ones that decide whether a strategic account grows or slowly drains. You manage a key account and mostly engage around renewals and when there is something to sell. A key client raises a serious complaint about a failure on your side and the relationship matters. The account pushes hard for a lower price at renewal and hints at alternatives. A large account generates big revenue but, looked at closely, consumes disproportionate service with thin profitability. The options include waiting for them to come to you, maximising revenue while you have their attention, and the reflexive discount.
Options are weighted against public account-management research: strategic partnership versus transactional engagement, service recovery and trust repair, value-based renewal and restructuring versus reflexive discounting with awareness of alternatives, account profitability, cost-to-serve and lifetime value over raw revenue, and multithreading the account's decision-making unit against single-threaded risk. Each weight carries a written rationale. The bank is original AssessAll work; no key-account methodology or vendor's coined vocabulary appears. The 19 behavioural statements ask how you actually run your accounts between renewals, and reverse-keyed items catch the manager who agrees with every partnership-flavoured line.
The report bands Client Relationship, Negotiation & Value, Commercial Acumen and Stakeholder Influence beneath a 0–100 score, each with a coaching interpretation for the accounts in your portfolio now. A narrative generated from your own responses says which account habit grows your book and which is quietly eroding margin or exposing you to a single contact. The growth plan is built from the lowest competencies and proposes specific practices — a proactive cadence for each strategic account, a cost-to-serve review, a second and third relationship in every key account — and the item review explains every weight.
What you walk away with
Client Relationship, Negotiation & Value, Commercial Acumen and Stakeholder Influence each land in Emerging, Developing, Strong or Exceptional beneath your 0–100 score. The bars show whether you build relationships but give away margin, or hold price while the relationship thins to one contact.
Each band carries a coaching paragraph about what it does with a real account: how Developing on Negotiation & Value answers a renewal price push, what Strong on Commercial Acumen does with a high-revenue account that consumes the service team.
Built from your lowest competencies, the plan proposes concrete disciplines — a value review before each renewal window, a cost-to-serve line in every account plan, a relationship map showing where you are single-threaded — sized to fit the account planning you already do.
The item review shows your choice, the evidence-favoured option and the rationale for each weight across all 24 items. Where you discounted to hold the account, the explanation shows what a value-based restructuring would have protected, and why the discount rarely ends the pressure.
Inside the report
Illustrative sample — your report is generated from your own responses.
One number, one band, and a two-sentence summary of what the band means for you — then the breakdown that explains it.
Assembled from your lowest competencies, in order — not a generic checklist.
Built for
- Key-account managers and account directors owning a small number of strategic clients
- Sales managers moving reps from transactional territory selling to named-account management
- Customer-success and delivery leads whose renewals depend on profitability as well as satisfaction
- Heads of sales hiring or baselining an enterprise-account team
The account you are most proud of may be the one making the least money. Check the habit.
Twenty-four items in about 28 minutes, then four banded competencies, a narrative and a growth plan the moment you finish.
₹999 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
Whether you grow strategic accounts or merely service them: partnering in the client's success between renewals, recovering well from a serious failure, protecting value at renewal instead of discounting, managing account profitability rather than revenue, and keeping relationships multi-threaded. Four competencies — Client Relationship, Negotiation & Value, Commercial Acumen and Stakeholder Influence — are measured through five situations and 19 behavioural statements, for key-account managers, account directors and their leaders.
Each option is weighted against published account-management research on partnership, service recovery, value-based renewal, profitability and multithreading, with a written rationale per weight. A strong selling record does not predict the result, because the situations reward the between-deal habits — cadence, cost-to-serve, relationship breadth — that a closer often skips. Reverse-keyed behavioural statements make a uniformly partnership-minded self-report read as inconsistent rather than as a high band.
About 22 to 30 minutes within a 28-minute window. You receive a 0–100 score with its band, four banded competencies with coaching interpretations, a radar, a narrative generated from your own responses, a strengths-and-development summary, a growth plan built from your lowest competencies and a full item review with the evidence behind each weight. The report is complete on delivery and there is nothing further to unlock.
Heads of sales use the bands to see which account managers are single-threaded and which are discounting reflexively, and coach against the pattern rather than the number. In hiring for named-account roles, the bands structure the interview — asking a candidate Developing on Commercial Acumen to assess a high-revenue, high-cost account. Individually, the growth plan is the account-plan checklist for the next cycle; retake after two quarters.
Yes. The situations describe generic strategic-account moments — a complaint, a renewal price push, a costly high-revenue client — with no regional pricing or contract law, and the research base is international. Account managers in India, the US, Europe, the Gulf and Southeast Asia sit the same items and receive the same report. It is priced in INR and USD, and the price on this page is the full price.
Each battery takes one management capability — delegation, coaching, conflict, influence, decision-making, change — and measures it through situational judgement scored against published evidence, with a competency profile, coaching interpretations and a prioritised growth plan. For the level-by-level readiness verdicts, see Leadership & Management Premium.
See the leadership catalogue →Methodology: Original AssessAll scenarios and items operationalising public, well-established account-management constructs: strategic partnership versus transactional engagement; service recovery and trust repair (the service-recovery effect); value-based renewal and restructuring versus reflexive discounting, with BATNA awareness; account profitability, cost-to-serve and lifetime value over raw revenue; and multithreading the account's decision-making unit against single-threaded risk. Situational-judgement scoring is literature-keyed with a documented per-option rationale citing the evidence for each weight. Generic public constructs only; no trademarked instrument or methodology names and no vendor-coined vocabulary, and no items copied or paraphrased from any branded programme. Flagship items are tagged for optional human SME validation.