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Daniel Svvennsen

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Papers and articles

How much is your key account worth?

Customer Lifetime Value and Customer Profitability Companies – and Key Account Managers – must consider the long term profitability of their key accounts. Anything less could be considered a dereliction of duty to their shareholders. Ability to deliver differentiated value to the customer determines how successful you will be. Because if the customer does not…

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Papers and articles

Integrating science – metrics – into the SAM/KAM process

Metrics are predictors: they provide key insights and calibrations to a cross-functional team on performance, value, adaptability, and alignment to accounts and markets. They enable organizations to take the right actions now and institutionalize excellence. In this article Denis Chapman proposes 5 key metrics and 7 tips for implementing a metric-generating approach, plus a litmus test on…

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Papers and articles

Three level model of KAM metrics

‘Who cares?’ is a great question to kick off the development of a KAM metric system. Because if nobody wants to know and is ready to act on the information, there’s no point in collecting the data. This question and ‘What would they want to know about KAM?’ drove the development of this three-tier model…

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Papers and articles

The dark side of close business relationships

Close and strong business relationships potentially have many positive effects. However, researchers Nima Hierati and Yumen Zhang of Queen Mary University London identified the possibility of forces of destruction building below the surface. This short report on their pilot study revealed alarming developments such as risky reductions in partners’ monitoring and safeguarding activities, and the dangers…

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Papers and articles

Inhuman relationships

While you should have good relationships with your customers’ people, of course, there are other kinds of relationship important in KAM: Gadde and Snehota’s research identified three layers. In this short article, Diana Woodburn argues that investment in human relationships in KAM is a means to an end, not a result itself. Good relationships can get you…

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Papers and articles

Why are senior managers (not) involved with their firm’s most important customers?

There are radically different views on whether senior management should or should not be directly concerned with key customers. Sometimes challenging issues require the authority of the CEO, and senior managers in direct customer contact are generally more sympathetic to and accommodating about their needs and expectations. Customers have a view about their position with the supplier…

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Papers and articles

What can Accounts tell Key Account Management?

Some people think Accounts and Key Account Management are part of the same thing – it’s unfortunate that the same word is used in these very different senses. Nevertheless, there should be a link between your Accounts Department and KAM, and here Dominykas Cibulskas of SIA ZB explains what that is. We’re all in business, the…

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KAM communications

Are you ready for ABM?

Account Based Marketing (ABM) is, almost without question, the buzzword in B2B marketing at the moment. But what is it, and how should you be thinking about using it as part of your KAM strategy? Fujitsu’s renowned ABM expert Andrea Clatworthy explains what ABM is and is not – for example, it’s not something that marketing do…

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Papers and articles

Collaboration beats commoditisation

Collaborative thinking allows organisations to apply their capabilities and resources to expand propositions. But it’s not so simple. Collaboration and integrated approaches can increase customers’ perception of risk and trigger internal friction. At the same time, formal contracts often feel more like ‘contracting for failure’ and can be really divisive. But David Hawkins of the Institute for…

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Papers and articles

Why is Account-Based Marketing the hottest topic in KAM?

Research has shown that sophisticated buyers and customers tune out from everything except the most relevant messages and content. Two-thirds of senior executives don’t believe a salesperson knows enough about their business to bring value to a meeting, and only a quarter of them are prepared to take a second meeting! That means that 2 out of…

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