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Finance in KAM

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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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Papers and articles

A bibliometric analysis of extended key account management literature

This illuminating analysis by internationally renowned Professors Kumar, Sharma and Salo defines the scope of KAM: selection of key or strategic accounts, team structures, coordination with other functions, and a deeper level of relationship within the organization and with the KAM customer’s firm. It also demonstrates how KAM is distinct from traditional sales research, relationship marketing, and sales…

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Competencies

Account management task roles & skills: does it differ between large and small businesses?

In Lugano presenters and breakout discussion groups agreed that size wasn’t necessarily a crucial factor – SMEs often have an appropriate instinctive approach to key customers, but they may miss formalising some elements that would help KAM work better if they were clearer. Big companies are under more pressure to standardise initiatives because there are so many…

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AKAM Workshops & Conferences

Right people, right role

While Accord has been acquired and made major acquisitions multiple times – 7 in the previous 5 years! – focus on the customer has endured. Finding the right key account manager to suit each key account is critical, and Clara Carter believes working with Colour energies has helped – both the key account manager’s and…

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Papers and articles

Championing KAM – Interview with Cyryl Pryzbyl, Vetoquinol’s KAM leader

Vetoquinol’s KAM journey, like most companies’, has taken time. After the launch, things slowed down as people realised the scale of the change required: it was going to take more time, money and resource than they had ever imagined. In this interview, Cyryl Pryzbyl talks about the common issues he discovered and overcame, which will be…

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Papers and articles

Highly successful Key Account Managers

How are they recognised, what do they do? Identifying highly successful key account managers requires measurement of success resulting from their work rather than the luck of the market, i.e. not revenue, which is often a false indicator. Richard Ilsley explores the traits of highly successful account managers, such as willingness not only to embrace change, actively looking…

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Competencies

Defining a KAM training path

This article argues that training paths for key account managers should depend on the development stage of the organisation’s KAM initiative: simple and focused in companies starting a KAM initiative, but further enriched for companies with an established KAM programme. Either way, an ideal start point is an individual KAM Competencies Reference Framework and an…

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Webinar

Member Webinar Clinic

In this first of AKAM’s webinar ‘clinics’, Vice Chairmen Richard Ilsley of SMCG and Mike Green of Capita share their experience to answer questions sent in by members. Topics included more personal queries from individual Key Account Managers and big, thought-provoking questions from KAM programme directors. They covered: What are the best measures of success…

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Webinar

Key account journey mapping

This workshop will tackle what has been one of the most difficult tasks within the strategic account management profession, engaging a complex and always changing Key Account. A key learning point during this workshop will include how to navigate and engage your complex customer and effectively engage your cross-functional team to address all critical relationship touchpoints. This…

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