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Daniel Svvennsen

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Papers and articles

Rewarding KAM performance

Article | Survey findings. Rewarding key account managers is far from simple: rewards are generally linked to performance, and there are different views of what constitutes performance in KAM. Furthermore, while most organisations hope that rewards act as incentives, there are some approaches which actively disincentivize desirable outcomes. A good proportion of key account managers…

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Papers and articles

How to win with Procurement

Article | Trying to avoid Procurement is a really bad idea – much better to understand and build trust with the function. Key account managers often fail to understand the customer’s buying journey and Procurement’s role in it. Jens Hentschel of Fivis shows a 5-step model to guide key account managers in dealing with Procurement’s…

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Papers and articles

Account-based growth

Article | The 80/20 rule is dead it’s more like 3/97now! So that 3% of customers deserve, demand and expect genuine customer centricity – not a slogan, real action. Bev Burgess and Tim Shercliff quote Accenture and Vodafone (with a list of do’s and don’ts for suppliers) to illustrate the need and means to improve…

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Diagnostics and tools

Negotiating with key accounts: The Power Grid

The Power Grid is a simple and effective way of maintaining focus on ensuring the right strategy and overall approach is used when developing or negotiating with key accounts. Recommended by Alistair Taylor.

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Diagnostics and tools

Customer readiness for KAM: quick checklist

Is your organisation in denial about the need to change your approach to important customers? Do you have customers who want KAM from you? Which ones are making signals? Use this short checklist to identify those at the tipping point.

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Diagnostics and tools

Measuring KAM input

In KAM, as with any other investment, you hope to get a return on what you invest. The converse is also true: if you don’t invest, why should you expect to get a return? Nevertheless, suppliers often seem disappointed in the performance of an account (and the key account manager attached to it) even though…

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Diagnostics and tools

Valuing Key Accounts

No companies have unlimited resources, and even if they do, they still consider carefully where to apply their time and money to get the best return. Financial arguments can be and should be applied to key accounts as much as to any other funding decision. This approach shows you how to calculate the Net Present Value (NPV)…

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Diagnostics and tools

Process mapping for key accounts

How/does your company fulfil KAM promises? Do you even know? It should come as no surprise that key accounts expect key account managers to understand their own company even better than the customer’s business. What is surprising, though, is how poor is key account managers’ knowledge of their company’s capabilities and ways of working, particularly its processes. This…

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Case Studies

How KAM worked for Unipart with Vodafone

Maurice Daw tells how key account management spearheaded Unipart’s strategy to build on its dominant but saturated position in the automotive sector to enter the challenging world of telecoms. Unipart started as a traditional third-party logistics provider with Vodafone and ended up with a unique ten-year contract. The relationship developed from ‘hygiene factor’ to offering…

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Case Studies

The key account manager’s job: right or wrong?

This case study describes a day in the life of a key account manager that typifies the experience of many in the role. Is Andreas doing a good job? In some respects, yes, but perhaps not entirely. The case provokes valuable discussion on the role and execution of a key account manager’s job, which can…

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