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In KAM, as with any other investment, you hope to get a return on what you invest. The converse is also true: if you don’t invest, why should you expect to get a return? Nevertheless, suppliers often seem disappointed in the performance of an account (and the key account manager attached to it) even though…
No companies have unlimited resources, and even if they do, they still consider carefully where to apply their time and money to get the best return. Financial arguments can be and should be applied to key accounts as much as to any other funding decision. This approach shows you how to calculate the Net Present Value (NPV)…
How/does your company fulfil KAM promises? Do you even know? It should come as no surprise that key accounts expect key account managers to understand their own company even better than the customer’s business. What is surprising, though, is how poor is key account managers’ knowledge of their company’s capabilities and ways of working, particularly its processes. This…
Maurice Daw tells how key account management spearheaded Unipart’s strategy to build on its dominant but saturated position in the automotive sector to enter the challenging world of telecoms. Unipart started as a traditional third-party logistics provider with Vodafone and ended up with a unique ten-year contract. The relationship developed from ‘hygiene factor’ to offering…
In this video for the Institute of Supply Management, Kate Vitasek of the University of Tennessee shares her research on relational contracting. The opportunities to change the way contracts are approached is applicable to almost every sector, although the research has been initially focused on outsourcing and services, as outsourcing often plays a critical part…
This substantial presentation is a case study by Ruud de Groot of DHL, explaining how the collaborative approach taken by DHL in EMEA led to the implementation of a vested contract for reverse logistics designed to reward the achievement of specific operational goals. Through this contract DHL explored the use of Intel technology elsewhere in…
You’ll find several papers on metrics in KAM in Understanding KAM/Papers and articles: it was the focus of the Bulletin in June 2021. Here Tara Kelly reviews the continuing relevance of the Net Promoter Score (NPS) which, in spite of major changes in business environments, is still a powerful indicator of how customers feel towards…
It’s difficult to grow business if your client contact is not senior enough or a major decision maker. Perhaps they are not receptive to new ideas and don’t have the authority to open the door to other people in the organisation. This podcast is about how you can reach more senior people within your customer…
Per Ingvar presented a case study on innovation focusing on networks that facilitate the process. The case traces the invention and eventual commercialisation of Transchateter Aortic Valve Implants over a period from 1989-2014. The role of KAM increases in potential towards the end of the commercialisation process, reflecting the dynamics of supplier-user interaction and the…
Armelle Dupont demonstrated the importance of objective, criteria-based account selection over the intuitive and often backward-looking selection applied by SMEs (and bigger companies too). 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…
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Stay focused and current with the expert knowledge and practitioner experience you’ll find in the AKAM Bulletin. Every two months you’ll get an injection of KAM news, thought-provoking articles and tools/ideas you can utilise.
