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AKAM Workshops & Conferences

Alignment between KAM teams and Sales – 4th Annual AKAM Conference

Darren Bayley describes the role of the key account manager from the point of view of Straumann, in the global medical device sector. He demonstrates the importance of communication and coordination in the complex network of internal and external relationships, based on the key account plan. Digitalisation technology – IT collaboration platforms in particular –…

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Papers and articles

What is Key Account Management?

Ask six people what KAM is and you’ll probably get six different answers, albeit with some common threads and themes. In contrast, AKAM is clear about what Key Account Management is, what a key account is, and what a key account manager is. This statement also identifies critical elements of KAM which means you can see when and where it is really happening,…

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AKAM Workshops & Conferences

The future of Strategic Global Account Management

Professor Stefan Wengler shares his latest insights on the “The future of Strategic Global Account Management”: His research shows that, increasingly, a systematic SGAM approach needs to be extended to other players along the supply chain. It’s already happening in some sectors but others seem reluctant to admit that they may not sell anything direct…

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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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Papers and articles

Are you offering a genuine partnership or just rebranding sales?

How much have you really changed your thinking around and approach to your key customers? Is it still fundamentally the same, an intense glare from Sales that goes no further along the value chain and fails to involve other managers in either organisation? Are you actually developing value for your customer as well as your company – because you will get…

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Papers and articles

Stuck on your KAM journey?

KAM means launching a transformation program to change behaviors, capabilities and priorities across most functions. So what perspectives and frameworks would be most helpful for commercial leaders aiming to launch or improve their key customer management? Steve Sienkiewicz of Accelerate Consulting suggests that KAM ought to be viewed as three-stage journey through a series of transformations – Align, Advance and Accelerate – and details…

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Account Plans

KAM & development of a market/customer from an SME key account manager perspective

The Loccioni story was told from the point of view of a key account manager, Mattias Bernhard, which highlighted a different selection and operating approach for only partly dedicated key account managers in a common SME situation, where they may be focused on a narrower range of products/services with a potentially more technical sell, in addition to other roles…

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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

Practical KAM implementation – 3rd Annual AKAM Conference

People love case studies and Nigel Jenkins described several, including a telecoms example in which his company had once been 17th in an industry-dominant customer’s list of 17 suppliers and threatened with delisting. Fortunately most companies introducing KAM are not faced with such a dire situation – but it meant that the whole company swung round KAM…

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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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