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Is KAM a strategy or a culture change? It’s both! But while it may get conscious attention as a corporate strategy, the culture change required is often overlooked. Often really contradictory cultural norms continue to prevail unchecked: e.g. like a constant focus on short-term results, or concerns about being ‘it can do the cleaners’ by…
By KAM team we don’t mean your organisation’s bunch of key account managers!. In KAM’s challenging environments it is widely accepted that to win and grow business, suppliers need strong internal teamwork – how do we know? Because key customers tell us, all the time. But many key account programmes focus on account selection, strategies, value propositions…
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…
Les responsables de comptes stratégiques, encore plus que les autres commerciaux, ont souvent une dimension internationale dans leur mission. Face à la complexité des grands projets internationaux et des relations interculturelles, les responsables commerciaux peuvent aider leurs équipes. Comment prendre en compte la complexité d’un projet, construire sa légitimité, identifier les interlocuteurs cibles? Nicolas Swetchine/Aude…
Many companies are still unclear about what KAM is and what it takes to implement it successfully. Richard Ilsley starts with the basics and identifies the essential elements of KAM programmes, which still go beyond the minimal changes that many suppliers think will suffice – they won’t!
Managers have tried numerous structural and cultural adaptation methods to achieve integrated, cross-functional approaches but with limited success. But internal conflicts arising from attempts to integrate across functional and national barriers risk leading to customer dissatisfaction on a critical scale. KAM has succeeded in overcoming internal conflict where other approaches have failed.
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…
In this article Edmund Bradford shows how the knowledge and skills that developed as a key account manager can be applied in a new direction:Â to help you get your next job. You need to reframe the elements involved, e.g. the account as the job market, the buying team as the recruitment team, you as the…
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…
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