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Papers and articles

Key Account Management- Measuring Success Strategically and Operationally

In this article, Rafi Habibian explores how organisations can measure KAM success in a way that reflects both strategic impact and day-to-day execution. Moving beyond narrow financial KPIs, the article introduces a balanced approach that combines results, behaviours, and account-level objectives. It provides a practical framework for leaders and practitioners to assess whether KAM is…

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Papers and articles

Measuring and Managing Customer Profitability

In this article, Gary Cokins challenges one of the most persistent assumptions in business: that revenue growth equals value creation. Focusing on the often-hidden reality of customer profitability, the article explains why traditional accounting masks the true cost to serve individual customers and how this leads organisations to reward unprofitable behaviour. It sets out a…

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AKAM Workshops & Conferences

Growing business by managing the customer experience

Delegates were really interested in what Michael Widing, Hiab’s Customer Experience and Insight Manager, shared about Hiab’s approach to measuring and managing the customer experience. He challenged allegedly customer-centric companies to demonstrate what action they had actually taken to achieve genuine customer centricity. His demonstration of the process to capture net promoter scores, understand the…

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AKAM Workshops & Conferences

Change in procurement: the role of KAM

Kevin Wilson from Kedge Business School addressed the issue of change in public procurement and reviewed the impact of the 2014 EU directive on procurement in Europe in general, and upon the UK in particular. The general conclusion was that the new regulations, adopted by the UK in 2015, are largely positive and offer enlarged…

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Diagnostics and tools

Strategic key account plans: format

There is a fair amount of work to do to produce a strategic key account plan – you don’t want to spend time trying to decide on a format. Use this downloadable tried and tested framework to communicate necessary information and plans in a logical and coherent form that anyone who needs to know in…

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Diagnostics and tools

Strategic key account plans: worksheets

Where/how do you start to write a strategic key account plan? First comes the collection and analysis of information, then interpretation and thinking, before creating strategies that will be powerful for your company and the customer’s business as well. These downloadable worksheets help you to digest and use what you know about the customer and come…

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Webinar

Strategic key account plans in practice

The quality – even the existence – of strategic key account plans is patchy even in some of the most forward-looking organisations. Why is that? After all, these are the principal instruments through which key account managers secure the resources they need from their own organisation and the commitment to future business from the customer.…

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Papers and articles

A bibliometric analysis of extended key account management literature

This illuminating analysis by internationally renowned Professors Kumar, Sharma and Salo defines the scope of KAM: selection of key or strategic accounts, team structures, coordination with other functions, and a deeper level of relationship within the organization and with the KAM customer’s firm. It also demonstrates how KAM is distinct from traditional sales research, relationship marketing, and sales…

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Competencies

Account management task roles & skills: does it differ between large and small businesses?

In Lugano presenters and breakout discussion groups agreed that size wasn’t necessarily a crucial factor – SMEs often have an appropriate instinctive approach to key customers, but they may miss formalising some elements that would help KAM work better if they were clearer. Big companies are under more pressure to standardise initiatives because there are so many…

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Papers and articles

Championing KAM – Interview with Cyryl Pryzbyl, Vetoquinol’s KAM leader

Vetoquinol’s KAM journey, like most companies’, has taken time. After the launch, things slowed down as people realised the scale of the change required: it was going to take more time, money and resource than they had ever imagined. In this interview, Cyryl Pryzbyl talks about the common issues he discovered and overcame, which will be…

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