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Key account managers

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Webinar

Radical collaboration in progressive KAM

What’s radical about collaboration? And what does it have to do with KAM? Expert Professor David Loseby debunks the idea that collaboration is about being ‘agreeable’ and that collaborations with customers are outside the KAM remit. For a start, key account managers need to understand what good ‘radical’ collaboration looks like. That means understanding that…

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Webinar

Organisational behaviour

Key account managers have to navigate their own organisation and their key account’s. Having an awareness of how organisations manage themselves and people within them can make the process a whole lot easier. Company cultures differ, so interpreting and anticipating their impact can help to find alignment. The ways that organisations operate can seem very…

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Webinar

Leadership

Leadership training is commonly offered to first-line internal managers, but rarely to key account managers. That is ironic, given that the KAM job demands leadership as an obligation, not an option. In fact, it may be one of the toughest leadership-without-authority jobs in the organisation, so appreciating and applying some of the theory and principles now…

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Webinar

Buying and Procurement

Key customers employ professional Procurement people, so key account managers must appreciate and respond to the underlying principles they apply and how they work. Procurement is frequently frustrated by suppliers’ lack of understanding of their environment, role and processes. They are unimpressed by simple offers of high quality and value without translation into profit for…

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Webinar

Selling and Business Development

Many key account managers have a background in sales, but training may be quite some time ago – maybe even never! It’s worth (re)visiting some higher-level fundamentals and reviewing what aspects of selling are still relevant to KAM in today’s environment. What kinds of approaches to selling exist, how do they differ, which should you…

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Other

Key account manager role

This presentation takes a comprehensive look at the role of the key account manager, and the competencies (learnable skills) and attributes (values-driven behaviours) required to fulfil it. Different competencies and attributes may be dialled up or dialled down according to the maturity of the supplier and the nature of the key account, which should be…

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Podcasts

Why training fails

Richard Ilsley and Olivier Riviere, highly experienced trainers themselves, discuss how and why training often doesn’t work. In part it may be because what it is supposed to deliver hasn’t been defined, no objectives have been set. But should those objectives be hardwired to the commercial targets of the organisation, or should they represent intermediate…

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Podcasts

Defining the Key Account Manager’s job and what it takes to do it

Armelle Dupont (Group Customer Experience Manager, Vetropack) explains very clearly the considerable depth and range of responsibilities expected of her company’s key account managers – and selling doesn’t get a mention! John Bailey (Director Of International Key Accounts & OEMs, Hiab) agrees. Both companies specifically match each key account manager with the customer they will…

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Papers and articles

Building towers on sand

AKAM would be the first to say that KAM is not a cure-all, and Olivier Rivière picks out two organisational capabilities that must underpin any KAM initiative: Complex Sales and Account Management. Companies often don’t recognise that deficiencies in these areas are contributing to their underperforming KAM programme. Complex Sales focuses on generating and closing…

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Papers and articles

Key Account Managers talking KAM

Gwenola Ducamp of Vetropack and Matt Sankary of ShipMoney are key account managers in very different sectors – manufacturing and financial services – yet they share a lot of the same challenges. In this conversation they share their current issues, how they are approaching them and look at the future, especially the role of technology,…

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