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KAM Programmes

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AKAM Workshops & Conferences

HIAB global offering

Hiab has a global manufacturing presence and serves customers across the globe. The company offers a broad range of on-road loading equipment and has achieved strong positions in its target market segments. Despite this, like in many other markets, the danger of commoditisation is very real, so in 2014 GKAM was introduced to counter the threat. The original focus was…

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Papers and articles

The road to successful KAM roll-out

As anyone who has done it will know, the road to introducing KAM is not smooth or easy but implementing KAM can deliver major growth and the highest levels of customer loyalty to those that get it right. Dominykas Cibulskas offers some wise words on how to make sure that you do get it right,…

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Papers and articles

An introduction to the key elements of a KAM initiative

Companies frequently launch their Key Account Management programme without having considered all the pieces essential to its success. KAM is a strategy that goes way beyond sales management, not least because the whole company is involved in delivering its promises to key customers. In this substantial paper Dr Olivier Rivière explains how and where to get started on defining and scoping your organisation’s approach. The Sales…

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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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Webinar

Sharing customer knowledge – a total organisational approach

This webinar was hosted by Jeremy Campbell Executive Director, Marketing and Business Development, EMCOR Group UK and Steven Dolan UK Key Account Director, EMCOR Group UK. How do you get a Facilities Management biased business to focus on customers and customer value when the main thrust of the business is on providing services? How do you get any business…

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Webinar

Information sharing in KAM teams: How/does it happen?

Key account management is now viewed as an organisation-wide business strategy. In heavy industry sectors (fuel and energy), from mining, drilling the well to data analysis, the account managers are not able to cover all the required knowledge and skills. They work with project-based sales teams for the targeted accounts to sign deals and provide…

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Video Views

Getting started on Key Account Management

Dr Olivier Rivière (AKAM Board Member) explains that successful KAM introductions rest on three ‘pillars’: KAM infrastructure – which means the specific processes that will enact KAM – Key Account teams, and Key Account plans. Key Account Managers don’t achieve much on their own, so KA teams should be selected and enabled from the beginning, which is sadly often not the…

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AKAM Workshops & Conferences

Creating Customer Loyalty: From Business Development to Key Account Management – 2nd Annual AKAM Conference

Caroline Hondre, Group General Manager, Customer Engagement, International SOS, leading worldwide medical and travel security assistance firm, described her role and experience in setting up her company’s account management programme. Customer facing roles were redefined, the process and criteria for lead handling and development changed, and new principles and ways of learning were introduced with a Key…

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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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