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Papers and articles

Alliance Management and KAM: mirror images

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…

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AKAM Workshops & Conferences

KAM – Procurement personal relationships and the danger of boundary spanner corruption

Corruption is a hard word for some not unusual situations in KAM. But Professor Stephan Henneberg applies it to violations of the employer’s norms and interests, which many will have observed in KAM relationships. You will probably recognise many of the situations in Stephan’s hair-raising collection of quotes. Defining the limits in commercial relationships is…

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AKAM Workshops & Conferences

The role of emotions in KAM

Emotions are an integral part of the human experience and, as of now, humans are still involved on both sides of KAM relationships. Filoumena Zlatanou of Queen Mary university London presented her research with C level executives who see the impact of emotions in business, both positive and negative. It’s useful to acknowledge when emotions…

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AKAM Workshops & Conferences

Emotional Intelligence

Companies are now recruiting key account managers for their emotional intelligence, maybe more than for their sales track record, because EQ is arguably more important in developing and managing the customer relationships essential to KAM. While EQ is innate in some people, it can also be improved. So Charlotte Bull explains the 4 pillars of…

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Webinar

Needs, communication and the negotiation process.

Vagner Pin’s (Pfizer, Brazil) years of experience come powering through in this highly practical discussion of how to conduct negotiations. Negotiation, of course, isn’t just about doing deals with customers, everyone is involved in negotiating something or other most days, often internally. Vagner shows that anticipation and preparation is everything! Including details of the physical…

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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

Performance in Key Account Management

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…

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