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It’s hard to keep your eyes on the customer when you’re going through a Merger or Acquisition, when you’re not even sure if your job is safe. But it’s not much better if you emerge from the situation to discover but your customer has felt overlooked and unimportant and consequently defected to the competition. In…
This presentation takes a comprehensive look at the role of the key account manager, and the competencies (learnable skills) and attributes (values-driven behaviours) required to fulfil it. Different competencies and attributes may be dialled up or dialled down according to the maturity of the supplier and the nature of the key account, which should be…
This simple diagnostic focuses minds on what the key account really values versus what you and your competitors are offering. It helps to cut through undue optimism, unnecessary pessimism to objectively identify what is really important to the customer. And hence, whether your value proposition is relevant and strong, where it is good enough and…
Kate Burda shared a collection of compelling research data on major changes in purchasing and how ABM (Account Based Marketing) is leading the way in new approaches to customers, current and potential. While there will always be a personal element in working relationships with key accounts, much of the activity around them is already and…
Richard Ilsley and Olivier Riviere, highly experienced trainers themselves, discuss how and why training often doesn’t work. In part it may be because what it is supposed to deliver hasn’t been defined, no objectives have been set. But should those objectives be hardwired to the commercial targets of the organisation, or should they represent intermediate…
Armelle Dupont (Group Customer Experience Manager, Vetropack) explains very clearly the considerable depth and range of responsibilities expected of her company’s key account managers – and selling doesn’t get a mention! John Bailey (Director Of International Key Accounts & OEMs, Hiab) agrees. Both companies specifically match each key account manager with the customer they will…
AKAM would be the first to say that KAM is not a cure-all, and Olivier Rivière picks out two organisational capabilities that must underpin any KAM initiative: Complex Sales and Account Management. Companies often don’t recognise that deficiencies in these areas are contributing to their underperforming KAM programme. Complex Sales focuses on generating and closing…
Dominique Côté underscores the importance of KSAM in responding to the disruptive, fast-changing landscape She identifies three essential elements for success:Creating a Center of Excellence (COE) Securing Executive Sponsorship Integrating Account-Based Marketing (ABM)She explains what they mean and why they matter so much. Each of them plays a vital role in enhancing KSAM practices, building…
Gwenola Ducamp of Vetropack and Matt Sankary of ShipMoney are key account managers in very different sectors – manufacturing and financial services – yet they share a lot of the same challenges. In this conversation they share their current issues, how they are approaching them and look at the future, especially the role of technology,…
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Stay focused and current with the expert knowledge and practitioner experience you’ll find in the AKAM Bulletin. Every two months you’ll get an injection of KAM news, thought-provoking articles and tools/ideas you can utilise.
