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Sadly, there are lots of issues with strategic account plans, according to AKAM’s Programme Director Forum. It is hard to understand why organisations with so much business vested in the these accounts can tolerate the poor quality which is so common. In fact, they often misunderstand what strategic key account plans should be like, so…
Ce n’est pas tout de vouloir mettre en place des comptes stratégiques, encore faut-il savoir les sélectionner. Lors de la conférence de l’Association des Key Account Managers (AKAM), le professeur Sisti, professeur de marketing et de vente à la Bocconi, a donné quelques indications. Parmi les éléments à prendre en compte : lier la segmentation…
Defining performance in key account management is not simple. As a first step, companies should articulate what they want and expect KAM to do for them and link the required performance of key account managers to it. Some companies introduce KAM in order to retain their most important customers but then frustrate their own intention…
Research thesis | Darren Bayley’s MA dissertation is a case study of the implementation of KAM across the Middle East, Africa, Central and Eastern Europe, India and the Commonwealth. It highlights the importance of alignment, relationships and trust which are also fundamentals of more sophisticated KAM. And also limitations arising from basic IT systems and…
Article | Trying to avoid Procurement is a really bad idea – much better to understand and build trust with the function. Key account managers often fail to understand the customer’s buying journey and Procurement’s role in it. Jens Hentschel of Fivis shows a 5-step model to guide key account managers in dealing with Procurement’s…
Article | The 80/20 rule is dead it’s more like 3/97now! So that 3% of customers deserve, demand and expect genuine customer centricity – not a slogan, real action. Bev Burgess and Tim Shercliff quote Accenture and Vodafone (with a list of do’s and don’ts for suppliers) to illustrate the need and means to improve…
In this short video, Oliver Hart talks about incomplete contracts on behalf of Harvard University and the Royal Economic Society. When contracts deal with transactions that may continue for years ahead, it’s impossible to cover everything. So the critical question is, Who gets to decide on the things that are left out? Somebody has to…
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