The alignment imperative: Solving the #1 challenge in Key Account Management (Part Two)

What is the biggest barrier to successful Key Account Management? According to Denise Freier and Bob Sacco, it’s not strategy or capability. It’s alignment. This article explores how organisations can create stronger internal and customer alignment by positioning the Key Account Manager as a business leader rather than a salesperson. From treating account plans as…

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Webinar

Supply chain

Since the pandemic supply chain security is front of mind in every customer. But do you know how supply chains work? Can you discuss and understand the risks and opportunities in supply chain developments? Indeed, supply chain issues can derail some of the most exciting initiatives key account managers might propose. So a basic understanding…

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Webinar

KAM success demands internal alignment

KAM success is probably hampered more a lack of Internal alignment than anything else! Certainly, it’s not the customers who get in the way. In this webinar Denise Freier, ex CEO of SAMA in the US, and Bob Sacco shared their experience, from IBM among others, to chart best practice. It’s clear that key account…

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Podcasts

Key account teams – essential not optional

Paul Wilson tells Diana Woodburn that key account managers working on their own are salespeople, not really key account managers at all. Why? Because a supplier should be making a broad offer to a key/strategic account, Not of products or even services, but wide-ranging support for the customer in the pursuit of their business objectives.…

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Webinar

Information sharing in KAM teams: How/does it happen?

Key account management is now viewed as an organisation-wide business strategy. In heavy industry sectors (fuel and energy), from mining, drilling the well to data analysis, the account managers are not able to cover all the required knowledge and skills. They work with project-based sales teams for the targeted accounts to sign deals and provide…

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Account Plans

KAM & development of a market/customer from an SME key account manager perspective

The Loccioni story was told from the point of view of a key account manager, Mattias Bernhard, which highlighted a different selection and operating approach for only partly dedicated key account managers in a common SME situation, where they may be focused on a narrower range of products/services with a potentially more technical sell, in addition to other roles…

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Papers and articles

A bibliometric analysis of extended key account management literature

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…

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Papers and articles

Overcoming internal conflict through KAM

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.

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Papers and articles

KAM in the pharmaceutical industry

KAM is misunderstood and misapplied in big Pharma. An interview with Paul Wilson of Viatris

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Diagnostics and tools

Organisational fitness for KAM: litmus test

Is the company itself fit for KAM? Key account managers cannot deliver KAM on their own – the organisation has an important role to play in KAM, so it must also have the competencies/capabilities needed to fulfil that role. A high-level litmus test of appropriate capabilities is a good starting point for discussion of the extent to…

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Cross-functional involvement

The alignment imperative: Solving the #1 challenge in Key Account Management (Part Two)

Supply chain

KAM success demands internal alignment

Key account teams – essential not optional

Information sharing in KAM teams: How/does it happen?

KAM & development of a market/customer from an SME key account manager perspective

A bibliometric analysis of extended key account management literature

Overcoming internal conflict through KAM

KAM in the pharmaceutical industry

Organisational fitness for KAM: litmus test

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