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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.
This webinar will explore your role as a relationship manager in the supply chain. You need to be an orchestrator of your company’s functions to meet the range of customer demands that add value to their business! That may involve your supply chain operations, procurement, returns management, accounting – even third parties.  Simon Templar…
This workshop addressed some of the practical issues encountered in developing key customer value, considering what is value and what is not in the all-important eyes of the customer. Richard looked at why/how value is problematic but demonstrated that investing time to get it right can pay huge dividends. The workshop learned about: The core lessons…
Everyone talks about Value in KAM but, according to Diana Woodburn, it is a misunderstood, misused and abused term. Value should appear explicitly in strategic key account plans, where the value to supplier and customer should be perfectly clear and differentiated – which, in practice, it rarely is. Suppliers have multiple sources of value available to them through…
Price can often be the first casualty as companies compete in markets shrinking due to COVID19. However, now more than ever, it is essential to compete on value and not just on price. AKAM is starting a conversation on how B2B companies can retain customers and win new deals in these tough times. The focus…
KAM is a corporate strategy, so obviously involvement of Top Management is essential. But does your organisation really have it? Astonishingly, many key account managers don’t think so. Why not? Does your Top Management think they’re accountable for KAM? What should their involvement look like? What can you do about it? This webinar will address these…
Metrics are predictors: they provide key insights and calibrations to a cross-functional team on performance, value, adaptability, and alignment to accounts and markets. They enable organizations to take the right actions now and institutionalize excellence. In this article Denis Chapman proposes 5 key metrics and 7 tips for implementing a metric-generating approach, plus a litmus test on…
Short paper from Bulletin No 1. Targets are a commonly used device in sales management, but are they appropriate in key account management? They are normally closely linked with rewards, which is what companies expect and intend, but it is critical that reward schemes are seen as fair, and targets are the element most likely…
In KAM, as with any other investment, you hope to get a return on what you invest. The converse is also true: if you don’t invest, why should you expect to get a return? Nevertheless, suppliers often seem disappointed in the performance of an account (and the key account manager attached to it) even though…
Zaris is a security company with three strategic business units and five key customers that represent over 20% of its business. The case study outlines the financials and a short portrait of each customer. This poses questions about the selection and categorisation of key customers; customer profitability; allocation of key account managers to key accounts; objectives…
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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.
