评价：基本合格，但是有一些小问题，由于时间关系，我未仔细看，但是可以看出译者的基本功是比较扎实的，可以参与这本书的翻译。并希望在后续合作中能更认真一些，确保质量。
Some key account managers may require training in developing key account plans; others may benefit from improving skills in negotiation, proposal and contract development, time management, leadership and/or team building. Regardless, one approach to key account management training is for the supplier’s human resources department to prepare individualized training programs for key account managers based on their individual requirements. An alternative, but typically more expensive, approach is to develop a standardized training program that all new key account managers must complete. Of course, training should not be a one-time event. The firm should consider periodic educational and training programs for key account managers.
一些大客户经理可能需要大客户计划制定方面的培训；而另一些大客户经理可以在谈判、提案以及合同开发、时间管理、领导活动和/或团队建设中提高各种技能，从而获益。不管哪种情况，大客户管理培训有一种方法，即供应商的人力资源部门根据大客户经理各自的需要制定个性化培训方案。还有另外一种方法，但是通常成本较高，即制定一份标准化培训方案，要求所有新进大客户经理必须完成。当然，培训不可能一蹴而就。公司还要考虑为大客户经理提供定期的教育培训计划。

Key account managers represent the firm to its customers. Hence, management should ensure key account manages are well briefed as the firm evolves to address its changing environment. Furthermore, since key account managers typically operate at higher levels in their accounts than regular salespeople, they should know more about both their own companies and their key accounts. Various methods, including corporate videos, seminars, and web-based methodologies are available to ensure key account managers keep up-to-date.
大客户经理代表公司与客户打交道。因此，管理者应确保，不管公司为了适应不断变化的环境如何发展，大客户经理都能够对相关情况了如指掌。而且，既然大客户经理在客户面前通常都拥有比普通销售人员更高的行政行事级别，他们也应该对自己的公司和大客户更加知己知彼、了熟于胸。可以采用各种方法来确保大客户经理能够与时俱进、跟上变化，其中包括公司宣传片、讲座以及各种网络手段。

Example: Once a quarter, Papercp (disguised) provides a two and a half-day session on the company for all of national account managers. The vice presidents from each department address the group.
例如：Papercp（化名）每季度为所有的全国客户经理提供一次为期两天半的公司宣讲会，会上各部门的副总经理都会发表讲话。

In addition to developing recruiting, selecting, and training processes to ensure key account managers are competent to handle the requirements of their positions, the supplier should also consider the training needs of the various members of the key account team. At suppliers committed to a key account strategy, these team members must interact outside their functional specialties and deal both with colleagues from other functions at different levels, and with various key account personnel. This multi-functional, multi-level, inter-organizational environment is very different from the work environment of the traditional functional specialist. The firm should design appropriate training so that functional experts become fully contributing member of their key account team.
除了制定招聘、选拔和培训流程以确保大客户经理能够胜任各自的职位，供应商也不能忽视大客户团队中每位成员的培训需求。当供应商决心投入于一项大客户战略时，这些团队成员也必须应对其职能特长之外的事务，不仅要和各个层次其他职能的同事打交道，还要和大客户方面的人员打交道。这种多功能、多层次、跨组织环境与传统意义上专员的工作环境截然不同。公司应为其设计相应的培训方案，使得这些专业人员可以充分发挥自己的作用，为大客户团队做贡献。

Example: To ensure that regular sales representatives fully understand the nature of the key account program, Pharmaco (disguised) appoints a regional/national key account manager to keep a focus on key accounts within the regions. This person also trains new salespeople to operate in a national account context.
例如：为了确保普通销售代表能够从本质上充分理解大客户方案，Pharmaco（化名）指定一名地区/全国大客户经理时刻关注本区域内的大客户。同时这名大客户经理也对新进销售人员进行培训，指导他们在全国客户的环境下如何行事。

Furthermore, firm personnel and independent experts are not the only source of training expertise. Firms truly committed to a key account focus may involve customers in the training process.
此外，公司人员和独立专家并非专业培训的唯一来源。如果公司实质上已经投入到某项大客户业务中，可以让客户也参与到培训流程中来。

Example: The training program at Owens Corning Composites (OCC) embraces both key account managers and participants from other functions. A critical feature is focus on OCC’s strategic accounts’ processes, products, and needs. Training also concerns the ways OCC can anticipate future needs and develop customized solutions. Customers are regular presenters at these training sessions.
例如：欧文斯科宁复合材料（OCC）公司的培训计划既包含了大客户经理，也包含了其他职能的参与者。其关键特征即为专注于欧文斯科宁复合材料公司战略性客户的流程、产品和需求。培训还涉及到欧文斯科宁复合材料公司未来需求预测和用户化解决方案制定办法。客户自己也经常参加培训课程。

In some cases, the entire key account team may undergo training together in an action-learning environment. One particularly powerful device is the 2+1+1 approach that the authors developed for training in key account planning and strategy development. Participants learn a creative yet robust methodology for developing key account plans. Each of several account teams develops a key account plan but also enjoys the secondary benefit of integrating and solidifying key account team membership through participation in a focused activity.
在某些情况下，整个大客户团队可以在一种行动式学习环境中一起接受培训。作者为大客户计划和策略制定特别提出了一种强有效的方法，即2+1+1法。参与者可以从中学习一种创新且有效的大客户计划制定办法。每个客户团队都制定出一份大客户计划，而且还可以在集体活动中团结巩固大客户团队的成员关系，从而二次获益。

Details of this methodology are:
具体方法如下：
? Day 1: Instructor makes the case for and discusses key issues in key account management. The instructor also lays out the key account planning methodology.
? 第1天：培训师对大客户管理进行说明并讨论关键问题，同时列出大客户计划制定方法。
? Day 2 (day following): Each key account team conducts several planning exercises. Each team reports its findings to the large group of several key account teams. The instructor and peers critique the presentations.
? 第2天（次日）：每个大客户团队进行多个计划制定练习。各团队向几个大客户团队的上级组织做出结果报告。培训师及同行对提交的结果做出评价。
? Day 3 (plus one month): Each team presents a mostly completed situation analysis including planning assumptions, opportunities and threats, plus a draft key account strategy/ The instructor, peers, and management critique presentations.
? 第3天（加一个月）：各团队提交基本完成的形势分析，包括规划假设、机遇和挑战，以及大客户策略草案。培训师、同行以及管理者对提交的结果做出评价。
? Day 4 (plus one month): Each team presents situation analysis highlights, planning assumptions, opportunities and threats, and key account strategy and action programs. The instructor, peers, and management critique the presentations.
? 第4天（加一个月）：每个团队提交形势分析的要点、规划假设、机遇和挑战，以及大客户策略和执行方案。培训师、同行以及管理者对提交的结果做出评价。

Several major companies have used this action-learning approach with considerable success.
已经有几个大公司采用了这种行动式学习法并取得了显著效果。