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Is key account management still the right thing to do with major customers? The business environment has suffered several shocks in the past few years, and ways of doing business need to respond: sometimes business models have to be reconfigured. How should/will KAM change in the next few years? Dr Beth Rogers considers the future…
Feeling relieved to have won some business from tough conversations with their key accounts, suppliers often fail to identify the value they have missed out on as a result of poor negotiations. Many supplier organisations would benefit from a strategic, top down look at their negotiations with their high value, long term and often complex key customers. …
Ce n’est pas tout de vouloir mettre en place des comptes stratégiques, encore faut-il savoir les sélectionner. Lors de la conférence de l’Association des Key Account Managers (AKAM), le professeur Sisti, professeur de marketing et de vente à la Bocconi, a donné quelques indications. Parmi les éléments à prendre en compte : lier la segmentation…
Defining performance in key account management is not simple. As a first step, companies should articulate what they want and expect KAM to do for them and link the required performance of key account managers to it. Some companies introduce KAM in order to retain their most important customers but then frustrate their own intention…
Risk awareness has always been in the long list of skills required of key account managers, but it is rarely high enough on the list, and awareness is not enough anyway. Being in business is about managing risk as well as making profits. Most risk is considered as financial, and while the ultimate impact may…
Rewards tend to change behaviour and activity, as indeed is the intention. It is not clear, however, that rewards necessarily achieve the desired objective: in some cases, companies may be rewarding what would have happened anyway, or even generating negative and potentially damaging behaviour. Does ‘management by results’ work? Should key account managers be rewarded…
Strategic account plans sit at the core of KAM: they specify the value to be offered to the customer and received by the supplier. They should be what gets done, and yet very little has been written about them. This paper lays out the essential elements of strategic account planning: the purpose of strategic account…
For companies with a degree of sophistication in KAM, Malcolm MacDonald, Emeritus Professor at Cranfield School of Management, introduces the idea of Shared Value Added (SVA) and explains its importance in valuing customers to make critical strategic decisions about their business. Investing in customers is an alien concept for many people, including accountants holding the purse…
Understanding what drove your organisation towards KAM can be crucial in ensuring that it stays focused and makes progress during the quite significant amount of time it takes to make a KAM programme successful. In this short paper, Dr Diana Woodburn shares research into the factors that goad organisations into KAM, positive and negative, and…
Value propositions have been described as one of the most valuable concept in sales and marketing, and at the same time, one of the least well understood and executed. So Alistair Taylor’s paper from bulletin No 2 performs a useful role in clarifying what the role of value propositions in KAM. The aim is for…
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