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KAM success is probably hampered more a lack of Internal alignment than anything else! Certainly, it’s not the customers who get in the way. In this webinar Denise Freier, ex CEO of SAMA in the US, and Bob Sacco shared their experience, from IBM among others, to chart best practice. It’s clear that key account…
Janti Masani looks at the personal characteristics of successful key account managers in this Bulletin article. Yes, you need structure to cope with the dynamic situations and relationships in KAM, but there’s new emphasis on authenticity and collaboration. It’s no longer sufficient to have a strong tendency to one or the other – it’s got…
Supplier alliance management and key account management have converged over the last 20 years and are now closely connected. Mike Nevin’s case studies demonstrate the very substantial value that can come from working with the ecosystem – beyond traditional, two-party buyer-seller pairings. His 52 best practices in strategic alliances is a great checklist that applies…
Paul Wilson tells Diana Woodburn that key account managers working on their own are salespeople, not really key account managers at all. Why? Because a supplier should be making a broad offer to a key/strategic account, Not of products or even services, but wide-ranging support for the customer in the pursuit of their business objectives.…
In this webinar Dennis Chapman, a seasoned KAM practitioner based in the US, addresses the issues of complexity and constant change in Key Account Management. KAM implementation depends on wide and deep customer relationships and a real understanding of the customer journey in its dealings with your organisation. Value is delivered through the many touch…
Simon Hazeldine explains his three keys to KAM success. You should be mindful that “You will be delegated to people you sound like. Be a business-person not a salesperson.” Which has to be based on having a customer business-focused strategic key account development plan, with core elements identified by Simon. Sound, practical guidance for key…
Companies often make the mistake of applying the same compensation schemes to key account managers as they do to salespeople. Understandably, employees reckon that what they are incentivized for is what the organisation really wants from them. So if short term sales are incentivized, short term sales are the output – not KAM. In this…
Corruption is a hard word for some not unusual situations in KAM. But Professor Stephan Henneberg applies it to violations of the employer’s norms and interests, which many will have observed in KAM relationships. You will probably recognise many of the situations in Stephan’s hair-raising collection of quotes. Defining the limits in commercial relationships is…
Emotions are an integral part of the human experience and, as of now, humans are still involved on both sides of KAM relationships. Filoumena Zlatanou of Queen Mary university London presented her research with C level executives who see the impact of emotions in business, both positive and negative. It’s useful to acknowledge when emotions…
Dr Diana Woodburn highlighted the principal issue, i.e. that the role of the key account manager is broad, cross functional, complex and long term, whereas they are predominantly rewarded for sales – which is sharply focused, functionally narrow, relatively simple and short term. Hence often poorly matched to the customer’s needs and timelines. Dr Diana…
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