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In his comprehensive review and proposals for KAM training, Dr Olivier Rivière suggests that any programme must be tailored to the maturity, situation and needs of the organisation, so ‘one size fits all’ does not apply. He advocates fitting the programme closely to the organisation’s KAM strategy and approach and widening it beyond key account…
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…
Companies frequently ask whether they have the right people for key account management (the answer is often ‘no’) and how they can tell if they are right people. In fact, the question should really be ‘What job do we want them to do?‘ If you start with the wrong job description, you are not likely to find…
KAM is misunderstood and misapplied in big Pharma. An interview with Paul Wilson of Viatris
How are they recognised, what do they do? Identifying highly successful key account managers requires measurement of success resulting from their work rather than the luck of the market, i.e. not revenue, which is often a false indicator. Richard Ilsley explores the traits of highly successful account managers, such as willingness not only to embrace change, actively looking…
Au sein d’une entreprise, la place des commerciaux responsables des comptes stratégiques, ou KAM, est toujours particulière. Ils ne sont pas présents dans toutes les entreprises, mais, quand c’est le cas, ils ont souvent plus d’autonomie que les autres et évoluent sur des projets de plus long terme. Il faut donc savoir définir leurs attributions…
This article argues that training paths for key account managers should depend on the development stage of the organisation’s KAM initiative: simple and focused in companies starting a KAM initiative, but further enriched for companies with an established KAM programme. Either way, an ideal start point is an individual KAM Competencies Reference Framework and an…
When you already have a substantial share of the customer’s ‘wallet’, it’s easy to believe you’ve got everything possible. But Christian Maryska’s research casts serious doubt on that view. His deep dive into several key accounts identified very significant, untapped areas of business. Granted, every key customer has ‘locked’ areas, but he found growth potential…
This webinar was presented by Gintarė Bėtaitė, Partner Amrop Lithuania. It’s more important than ever for us to know what businesses want in a key account manager. Gintare’s session at our meeting in Vilnius ‘Key account managers ahead of the game – who are they?’ was very well-received and to the point, so we asked her for…
In this first of AKAM’s webinar ‘clinics’, Vice Chairmen Richard Ilsley of SMCG and Mike Green of Capita share their experience to answer questions sent in by members. Topics included more personal queries from individual Key Account Managers and big, thought-provoking questions from KAM programme directors. They covered: What are the best measures of success…
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