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Diagnostics and tools

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Diagnostics and tools

Transitioning to KAM (1): the different phases of KAM development

Any organisation needs to take much the same actions to develop and establish key account management as any other. A ‘rough and ready’ assessment from internal sources can show far the company has progressed along the KAM transitioning curve, by identifying which essential actions for KAM development have been taken, and to what extent. Valuable…

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Diagnostics and tools

Frameworks for designing and assessing performance & reward schemes

Performance and reward schemes are notoriously tricky. Instead of stimulating the action and behaviour you want, they can just as easily act as a deterrent, especially in KAM, which is more complex and involves more people than Sales. Three frameworks are presented here to use as tools to help you develop the right scheme. The first…

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Diagnostics and tools

Transitioning to KAM (2): detailed audit and action checklist

This audit framework is aligned with the ‘quick and dirty’ checklist in ‘Transitioning to KAM (1), but shows more specific actions to bring all bases into line in your current position in KAM development, and shows you what to do next to move your organisation to where it wants to be. To understand the different phases of KAM development,…

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Diagnostics and tools

Organisational fitness for KAM: litmus test

Is the company itself fit for KAM? Key account managers cannot deliver KAM on their own – the organisation has an important role to play in KAM, so it must also have the competencies/capabilities needed to fulfil that role. A high-level litmus test of appropriate capabilities is a good starting point for discussion of the extent to…

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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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