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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…
Strategic Alliance Management is a growing area that allows key account managers to broaden their differentiated value propositions to clients. They need to look for partners with adjacent or complimentary capability to that of their own organisations’. There are different commercial models that can be applied outside of a formal Joint Venture, including introducer, prime…
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…
Truly exploiting the benefits of Key Account Management has to be based on changing the dynamics of the relationships with clients to a more holistic engagement. Collaborative approaches broaden the capability of organisations to respond to (pull) or propose (push) more complex propositions to meet the demands of the market or specific challenges. All too…
Key account managers don’t give nearly enough time and attention to internal stakeholders – the people who can make or break your carefully constructed, wizard strategic key account plan. Adrian Davis highlights where and why the barriers exist. Those internal stakeholders are still human, with anxieties and ambitions that may appear to be at odds…
There has been a long-running war between Sales and Marketing that is not only counter-productive in KAM but also hugely wasteful of an invaluable resource. Technology is/should be increasingly deployed in KAM, and Marketing has mastered digital communications that have a reach and currency that key account managers can’t achieve alone. Furthermore, marketing analytics can…
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…
Is this a case study in influencing and gaining great business or an example of taking advantage of a customer with a problem? When a key customer had an aborted product launch and needed emergency chilled storage for perishable products, Girteka was able to help – but at over twice the going rate! The customer…
This topic attracted a strong response! Over 40 key account managers, programme directors, academics and consultants hotly debated the issues that arise from the involvement of senior management in KAM. Is it essential? Basically yes: and Dr Lesley Murphy demonstrated research on why. Too often, senior managers seem to think they can simply give their approval…
A short paper from Bulletin No 2 by Dr. Beth Rogers. ABM has been defined as ‘treating individual accounts as markets in their own right’, which sounds a lot like key account management. However, most ABM applications involve digital marketing to better serve mid-tier and small customers, and have proved rather successful in doing that.…
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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.
