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Richard Ilsley and Olivier Riviere, highly experienced trainers themselves, discuss how and why training often doesn’t work. In part it may be because what it is supposed to deliver hasn’t been defined, no objectives have been set. But should those objectives be hardwired to the commercial targets of the organisation, or should they represent intermediate…
Armelle Dupont (Group Customer Experience Manager, Vetropack) explains very clearly the considerable depth and range of responsibilities expected of her company’s key account managers – and selling doesn’t get a mention! John Bailey (Director Of International Key Accounts & OEMs, Hiab) agrees. Both companies specifically match each key account manager with the customer they will…
AKAM would be the first to say that KAM is not a cure-all, and Olivier Rivière picks out two organisational capabilities that must underpin any KAM initiative: Complex Sales and Account Management. Companies often don’t recognise that deficiencies in these areas are contributing to their underperforming KAM programme. Complex Sales focuses on generating and closing…
Dominique Côté underscores the importance of KSAM in responding to the disruptive, fast-changing landscape She identifies three essential elements for success:Creating a Center of Excellence (COE) Securing Executive Sponsorship Integrating Account-Based Marketing (ABM)She explains what they mean and why they matter so much. Each of them plays a vital role in enhancing KSAM practices, building…
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,…
KAM success is probably hampered more a lack of Internal alignment than anything else! Certainly, it’s not the customers who get in the way. In this webinar Denise Freier, ex CEO of SAMA in the US, and Bob Sacco shared their experience, from IBM among others, to chart best practice. It’s clear that key account…
Janti Masani looks at the personal characteristics of successful key account managers in this Bulletin article. Yes, you need structure to cope with the dynamic situations and relationships in KAM, but there’s new emphasis on authenticity and collaboration. It’s no longer sufficient to have a strong tendency to one or the other – it’s got…
Supplier alliance management and key account management have converged over the last 20 years and are now closely connected. Mike Nevin’s case studies demonstrate the very substantial value that can come from working with the ecosystem – beyond traditional, two-party buyer-seller pairings. His 52 best practices in strategic alliances is a great checklist that applies…
Paul Wilson tells Diana Woodburn that key account managers working on their own are salespeople, not really key account managers at all. Why? Because a supplier should be making a broad offer to a key/strategic account, Not of products or even services, but wide-ranging support for the customer in the pursuit of their business objectives.…
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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