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Daniel Svvennsen

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Webinar

Key account journey mapping

This workshop will tackle what has been one of the most difficult tasks within the strategic account management profession, engaging a complex and always changing Key Account. A key learning point during this workshop will include how to navigate and engage your complex customer and effectively engage your cross-functional team to address all critical relationship touchpoints. This…

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Event

Challenging your customers

Chris Gregers, Senior KAM with Circle K Norge AS, traced the evolution of the sales role in the Norwegian fuel industry from basic sales through value based sales, relationship based sales, and what is called challenger sales. From the last two approaches KAM processes began to appear focusing upon value creation, joint ventures and developing…

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Diagnostics and tools

Organisational fitness for KAM: litmus test

Is the company itself fit for KAM? Key account managers cannot deliver KAM on their own – the organisation has an important role to play in KAM, so it must also have the competencies/capabilities needed to fulfil that role. A high-level litmus test of appropriate capabilities is a good starting point for discussion of the extent to…

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Papers and articles

Steering the customer experience

Customer Experience Management (CEM) is a pragmatic way to help your organization become more customer centric through understanding and acting upon the customer’s needs. Michael Widing uses his 20 years’ experience to explain the 3-step process to debrief customer insights from the frontline and bring them straight back to all the support functions and top management. It’s very…

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Papers and articles

Championing KAM: The Pfizer Center of Excellence

Pfizer recognized that an enterprise-wide shift would be required to address and evolve the structure of traditional sales, in order to create a more agile and innovative customer-centric approach via KAM, so it created its KAM Center of Excellence (CoE) to provide consistency in language and processes, support the business to build expertise and capabilities in KAM,…

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Papers and articles

Drawing a line between AM and KAM

There is a lot of unhelpful confusion around Account Management and Key Account Management and a lack of clarity about the difference in nature and goals. AM is a plain necessity for B2B suppliers, while KAM is a strategic choice that should be a core element of the operating model and strategic capabilities of the organisation. Companies with…

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Papers and articles

Is trust in KAM obsolete?

This article is part of Scott Waugh’s MA research (full text also available on this page), exploring the Challenger Selling approach, which asserts that customers can endorse wholesale business change without the need for a pre-established relationship, or trust. It might be possible, but generally customers were looking for credibility, commitment and consistency and a host of other attributes…

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Papers and articles

Importance of trust in Challenger selling

When Scott Waugh (Siemens) heard the authors of the ‘Challenger Sale’ assert that traditional relationship selling was redundant in favour of knowledge-based selling, he was curious enough to research whether trust was redundant too. However, participants agreed that the opportunity for repeat purchases was reduced if relationships broke down, which could be caused by untrustworthy behaviours. So which…

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Papers and articles

Thoughts on prioritising time in a KAM career

Time is the major resource of Key Account Managers, but there never seems to be enough of it. Dr Beth Rogers explains why it’s so important to use it well in this instructive paper, which every Key Account Manager should read. Quoting Professor Peter Drucker, “Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of…

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Papers and articles

Measuring the success of Key Account Management

How do you know if you are doing the right things? KAM can deliver exceptional levels of growth for organisations, but to achieve it requires focus, investment and ongoing support. To maintain this backing, KAM needs to demonstrate strong progress in areas that link to the organisation’s goals and to paint a rich picture of opportunities. In…

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