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Papers and articles

Thoughts on prioritising time in a KAM career

Time is the major resource of Key Account Managers, but there never seems to be enough of it. Dr Beth Rogers explains why it’s so important to use it well in this instructive paper, which every Key Account Manager should read. Quoting Professor Peter Drucker, “Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of…

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Papers and articles

Engaging senior executives in key accounts

Strong relationships with senior executives in key accounts can open new doors to opportunities IF they see – up-front – that the supplier has delivered value and will deliver even more in the future. Busy executives frequently need to take decisions and base choices on incomplete information, so you can win business by demonstrating your credibility and…

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Papers and articles

Customer relationship management: engagement or exploitation

David Hawkins of the Institute of Collaborative Working charts the evolution of buyer/supplier relationships. Collaborative relationships can be multidimensional, supporting traditional engagement through supply chains, creation of external alliances and, in many cases, facilitating improved internal collaboration. He shows an 8-stage process linked to BS 11000, the world’s first collaborative business relationships standard developed from pan-industry best practice.

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Papers and articles

How incentives undermine KAM

Changing the reward system is one of the adaptations to KAM that organisations are most reluctant to change, but poorly focused reward schemes – usually sales volume based incentives – are not merely an unfortunate detail that will need to be sorted out at some stage: they can be a major driver in the wrong direction…

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Papers and articles

Securing key account growth in a competitive world

For many companies key accounts are or should be the ‘engine of growth’. Realising their potential is patchy, however, so Richard Ilsley and Alistair Taylor show why that is and how a KAM approach achieves such performance, validated through appropriate measurement.

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Papers and articles

Hybrid Working

People talk a lot about hybrid working, but what is it exactly and how does it relate to KAM? It refers to off-site working (not necessarily working from home) and exists in a continuum from one desk/one person with oversight from the supervisor to ‘smart maturity’ – working wherever, whenever – just deliver! Key account…

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Papers and articles

A contingency approach to Key Account Management

Sarah Petrelli’s Masters thesis (USI, Lugano) explores some of the less well-defined areas of KAM, which are, nevertheless, critical to key account managers’ success. This report on 20 interviews with working key account managers finds revealing differences in culture and levels of authority given to key account managers. Not surprisingly, the maturity of the KAM programme is…

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Papers and articles

Harnessing and growing supplier innovation

This customer-focused research is full of insights into the complementary side of KAM – Supplier Relationship Management (SRM). How prevalent is SRM? What is it, how does it work? Do you know your customers’ approach to SRM? This report on SRM in 360 companies across all major sectors is packed with vital statistics e.g. over 90% of…

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Papers and articles

KAM in the coronacrisis

Key Account Managers play pivotal roles in securing smooth business operation in a crisis period. You control a major part of your company’s business and much depends on you to help your company and your customer cope with the difficulties. Communication with your accounts is crucial: one customer said ‘You can always tell a good key account manager from a…

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Papers and articles

KAM: Selling? Providing services? Or both?

In this paper the well-known Professors Bjoern Ivens, Barbara Niersbach and Catharine Pardo explain the fundamental role of service in KAM. Their research developed a model of four types of service in which key account managers should be engaged in delivering to their internal and external networks: interaction, individualization, information and integration. This important finding…

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