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Home » Member Resources » Key account teams » Page 3

Key account teams

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Papers and articles

KAM team talk

By KAM team we don’t mean your organisation’s bunch of key account managers!. In KAM’s challenging environments it is widely accepted that to win and grow business, suppliers need strong internal teamwork – how do we know? Because key customers tell us, all the time. But many key account programmes focus on account selection, strategies, value propositions…

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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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Comment accompagner ses KAM sur des projets internationaux?

Les responsables de comptes stratégiques, encore plus que les autres commerciaux, ont souvent une dimension internationale dans leur mission. Face à la complexité des grands projets internationaux et des relations interculturelles, les responsables commerciaux peuvent aider leurs équipes. Comment prendre en compte la complexité d’un projet, construire sa légitimité, identifier les interlocuteurs cibles? Nicolas Swetchine/Aude…

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Papers and articles

What is KAM and how does it work?

Many companies are still unclear about what KAM is and what it takes to implement it successfully. Richard Ilsley starts with the basics and identifies the essential elements of KAM programmes, which still go beyond the minimal changes that many suppliers think will suffice – they won’t!

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Papers and articles

Overcoming internal conflict through KAM

Managers have tried numerous structural and cultural adaptation methods to achieve integrated, cross-functional approaches but with limited success. But internal conflicts arising from attempts to integrate across functional and national barriers risk leading to customer dissatisfaction on a critical scale. KAM has succeeded in overcoming internal conflict where other approaches have failed.

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The obligation of leadership for Key Account Managers

Leadership is not optional for key account managers, explains Dr Diana Woodburn (AKAM Chairman), their customers want it, their KA team needs it, and their mission absolutely requires them to act as leaders internally, to gain the resources and decisions KAM implementation requires. But curiously, companies rarely send them on leadership development courses, despite the fact that they have one…

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Papers and articles

Hybrid Working

People talk a lot about hybrid working, but what is it exactly and how does it relate to KAM? It refers to off-site working (not necessarily working from home) and exists in a continuum from one desk/one person with oversight from the supervisor to ‘smart maturity’ – working wherever, whenever – just deliver! Key account…

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Papers and articles

Terminology Matters

What is a KAM team? You may be perfectly clear, but do your colleagues and your customers agree? AKAM’s Forum of KAM programme leaders identified four different group of people, all called ‘the KAM team’. Which means that you can have been talking about the team completely at cross purposes with someone who sees it very differently.…

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AKAM Workshops & Conferences

The Catch 22 of KAM – influencing without authority

Dr Brit van Ooijen explores key account managers’ leadership position and suggests that leadership is more important in any modern management position, regardless of given authority. Boundaries abound and authority is always limited by them, whereas KAM needs to span boundaries: skilled leadership is the way to do it. Trust plays an important part and…

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Papers and articles

Trust: build, maintain repair

Trust isn’t a simple or absolute concept, it’s never perfect and incontrovertible. Alistair Taylor explores and explains trust in a KAM setting, including the range of contexts from the individual to the team, and to the organisation. A customer may trust a person but not their company – or vice versa! Alistair builds a structure…

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