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Corporate KAM

Finastra: Building operations to create customer value

Finastra’s customers are mostly banks and other financial institutions, but the lessons apply to any organisation in a concentrated market. In this podcast Michael Sperger, Chief Operating Officer Americas Enterprise at Finastra, talks about the pivotal role of long-term enterprise relationships. Driven by an analytical understanding of how your own organisation and the customer create…

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AKAM Workshops & Conferences

Driving hyper growth – 1st AKAM Annual Conference

Conor O’Maley, Regional VP SMB at SalesForce in Ireland, presented the framework of processes, tools and behaviours used to manage their sales team. Their Account Management is based on combining a high focus on sales and a good customer experience to generate the customer’s loyalty. He focused on sales management and sales efficiency which, although they are…

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AKAM Workshops & Conferences

Interacting with global key accounts in large international markets – 2nd Annual AKAM Conference

Dr Nicolas Swetchine, Head of Key Account Management, LafargeHolcim & Research Fellow in ‘New Institutionalism’ offered lessons from KAM in large international projects which are also highly relevant to many suppliers. Some companies are so focused on short-term results that key account managers have difficulty in finding the time to keep continuous relationships with key accounts when there…

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Case Studies

Internal alignment

Mini cases | Your company has well-established lines of reporting and responsibility, why not? But KAM is essentially a boundary-crossing approach, which is actually aligned with the way the business environment has been developing for quite a while now. Has your organisation adjusted accordingly? Do internal functions understand their role? Use these three case studies…

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AKAM Workshops & Conferences

Executive sponsors: what and why? | 2023 ANNUAL Conference

Discover how having a strong advocate at the executive level can propel your initiatives forward and open doors to new opportunities. Thiery Josselin’s session, recorded as part of AKAM’s 5th annual conference, unveils the significance of executive sponsorship and explores resource-securing techniques, cross-functional support, and building strong key account relationships. Don’t miss out on this…

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Video Views

Executive sponsorship

The automotive sector is so highly concentrated that excellent KAM is essential, not an option. So perhaps it’s not surprising that Thierry Josselin of Axcelis (AKAM Key Account Manager of the Year 2021) has ample experience of the great executive sponsorship which so many other companies fail to enact. In this short video he itemises…

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Account Plans

Developing KAM structures: removing roadblocks and bottlenecks

Whatever KAM structure you decided to build in your organization, expect to face some bottlenecks and blockages. Don’t worry, you’re not the first! In this webinar, Dominykas Cibulskas will share real-life examples of what can happen when companies are building KAM organizations. His hints and advice might help you avoid similar problems in your KAM…

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AKAM Workshops & Conferences

KAM in professional service firms

This workshop was the second of the occasions when AKAM members – and non-members – met and talked together. Practitioner speakers stimulated lively discussion on value creation and the issues that prevent its realisation in some cultures. Our academic presenters uncovered counter-intuitive dynamics in KA teams that affect their performance, and also looked at what…

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Papers and articles

Three level model of KAM metrics

‘Who cares?’ is a great question to kick off the development of a KAM metric system. Because if nobody wants to know and is ready to act on the information, there’s no point in collecting the data. This question and ‘What would they want to know about KAM?’ drove the development of this three-tier model…

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Papers and articles

Why are senior managers (not) involved with their firm’s most important customers?

There are radically different views on whether senior management should or should not be directly concerned with key customers. Sometimes challenging issues require the authority of the CEO, and senior managers in direct customer contact are generally more sympathetic to and accommodating about their needs and expectations. Customers have a view about their position with the supplier…

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