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Key account strategies

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Papers and articles

An Open Letter to Supplier CEOs- Your KAM Strategy is Broken (And Only You Can Fix It)

In this direct and challenging article, Mark Davies argues that many KAM programmes are failing not because of poor execution, but because leadership has underestimated the scale of change required. Written as an open letter to CEOs, the article makes the case for moving beyond traditional relationship-led KAM toward a truly value-based model. Drawing on…

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Papers and articles

Looking Ahead- How Corporate Foresight Can Strengthen KAM

In this forward-looking piece, Christian Lautenschlager and Nektarios Tzempelikos explore how corporate foresight can elevate Key Account Management from reactive problem-solving to strategic partnership. The article introduces foresight-driven KAM as a practical way for account teams to anticipate change, co-create future solutions, and build deeper trust with key customers. With clear examples and simple tools,…

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Member Resources

Amplifying SAM with Customer-Led Account Based Marketing

In this AKAM webinar, Dominique Côté, Founder of COSAWI, and Kate Burda, Founder of Kate Burda & Co, explore how a customer-led approach to account-based marketing can strengthen and amplify Strategic Account Management. The session focuses on integrating SAM and marketing around the customer journey, moving beyond inside-out campaigns toward team-enabled, value-led engagement. Through practical…

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Webinar

Marketing

Marketing and KAM are thoroughly intertwined: KAM itself is, in effect, marketing to a segment of one, while understanding that there are many sub segments inside that ‘one’ who want different things, talk different languages and respond in different ways, so it’s worth understanding marketing basics. You may be using them unconsciously but you can…

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Webinar

Essential Key Account Management

You may have plenty of experience as a key account manager, but maybe you haven’t had the relevant training/education that underpins the role. But KAM has a substantial body of research and theory, about what it is (and is not); relationships between complex suppliers and complex customers; how KAM works and a particular focus on…

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Diagnostics and tools

Offer comparator

This simple diagnostic focuses minds on what the key account really values versus what you and your competitors are offering. It helps to cut through undue optimism, unnecessary pessimism to objectively identify what is really important to the customer. And hence, whether your value proposition is relevant and strong, where it is good enough and…

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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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Webinar

Navigating the Journey of a Complex and always Changing Account

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…

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Webinar

3 drivers of KAM success

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…

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Diagnostics and tools

Key Account Manager incentive and compensation schemes

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…

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