Daniel Svvennsen
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Traits of high performing key account managers
Alistair Taylor introduces this discussion on what competencies and personal attributes make for high performance in KAM. Capita’s Mike Green and AKAM’s Diana Woodburn see the emphasis shifting from the ‘push’, selling approach towards the ‘pull’ strategy of KAM, requiring more personal attributes like curiosity, emotional intelligence and influencing – and a great deal more.…
Working with internal stakeholders
Adrian Davis – President, Whetstone Inc. | Principal Partner, The Summit Group
Why Marketing is essential to KAM
There has been a long-running war between Sales and Marketing that is not only counter-productive in KAM but also hugely wasteful of an invaluable resource. Technology is/should be increasingly deployed in KAM, and Marketing has mastered digital communications that have a reach and currency that key account managers can’t achieve alone. Furthermore, marketing analytics can…
The role of deals and business networks in innovation processes
Per Ingvar presented a case study on innovation focusing on networks that facilitate the process. The case traces the invention and eventual commercialisation of Transchateter Aortic Valve Implants over a period from 1989-2014. The role of KAM increases in potential towards the end of the commercialisation process, reflecting the dynamics of supplier-user interaction and the…
