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Richard Ilsley and Olivier Riviere, highly experienced trainers themselves, discuss how and why training often doesn’t work. In part it may be because what it is supposed to deliver hasn’t been defined, no objectives have been set. But should those objectives be hardwired to the commercial targets of the organisation, or should they represent intermediate…
As anyone who has done it will know, the road to introducing KAM is not smooth or easy but implementing KAM can deliver major growth and the highest levels of customer loyalty to those that get it right. Dominykas Cibulskas offers some wise words on how to make sure that you do get it right,…
Richard Ilsley and Olivier Rivière agree that focusing solely on revenue is a pitfall, and discuss the power of setting clear alternative goals that involve every corner of the company. They explore the essential need for clarity in organizational goals, effective measures, and a shift from short-term pressures to long-term success. Uncover the strategies to…
Dr Olivier Rivière (AKAM Board Member) explains that successful KAM introductions rest on three ‘pillars’: KAM infrastructure – which means the specific processes that will enact KAM – Key Account teams, and Key Account plans. Key Account Managers don’t achieve much on their own, so KA teams should be selected and enabled from the beginning, which is sadly often not the…
Caroline Hondre, Group General Manager, Customer Engagement, International SOS, leading worldwide medical and travel security assistance firm, described her role and experience in setting up her company’s account management programme. Customer facing roles were redefined, the process and criteria for lead handling and development changed, and new principles and ways of learning were introduced with a Key…
Is KAM a strategy or a culture change? It’s both! But while it may get conscious attention as a corporate strategy, the culture change required is often overlooked. Often really contradictory cultural norms continue to prevail unchecked: e.g. like a constant focus on short-term results, or concerns about being ‘it can do the cleaners’ by…
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…
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…
What is a KAM team? You may be perfectly clear, but do your colleagues and your customers agree? AKAM’s Forum of KAM programme leaders identified four different group of people, all called ‘the KAM team’. Which means that you can have been talking about the team completely at cross purposes with someone who sees it very differently.…
Contrary common belief, GAM is not only for large corporations: it is also very relevant for medium-size businesses, as demonstrated brilliantly by the two other speakers of the day. John Bailey, Head of Global Accounts at Hiab, and Alistair Taylor talking about his experience at IMI both explained how the implementation of GAM became a game changer and transformation factor for their…
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