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KAM as a corporate strategy

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Papers and articles

An introduction to the key elements of a KAM initiative

Companies frequently launch their Key Account Management programme without having considered all the pieces essential to its success. KAM is a strategy that goes way beyond sales management, not least because the whole company is involved in delivering its promises to key customers. In this substantial paper Dr Olivier Rivière explains how and where to get started on defining and scoping your organisation’s approach. The Sales…

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Diagnostics and tools

Transitioning to KAM (1): the different phases of KAM development

Any organisation needs to take much the same actions to develop and establish key account management as any other. A ‘rough and ready’ assessment from internal sources can show far the company has progressed along the KAM transitioning curve, by identifying which essential actions for KAM development have been taken, and to what extent. Valuable…

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Papers and articles

What is Key Account Management?

Ask six people what KAM is and you’ll probably get six different answers, albeit with some common threads and themes. In contrast, AKAM is clear about what Key Account Management is, what a key account is, and what a key account manager is. This statement also identifies critical elements of KAM which means you can see when and where it is really happening,…

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Diagnostics and tools

Transitioning to KAM (2): detailed audit and action checklist

This audit framework is aligned with the ‘quick and dirty’ checklist in ‘Transitioning to KAM (1), but shows more specific actions to bring all bases into line in your current position in KAM development, and shows you what to do next to move your organisation to where it wants to be. To understand the different phases of KAM development,…

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Papers and articles

Changing the culture for KAM

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…

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Papers and articles

Building a strong KAM training programme

In his comprehensive review and proposals for KAM training, Dr Olivier Rivière suggests that any programme must be tailored to the maturity, situation and needs of the organisation, so ‘one size fits all’ does not apply. He advocates fitting the programme closely to the organisation’s KAM strategy and approach and widening it beyond key account…

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Papers and articles

Championing KAM – Interview with Cyryl Pryzbyl, Vetoquinol’s KAM leader

Vetoquinol’s KAM journey, like most companies’, has taken time. After the launch, things slowed down as people realised the scale of the change required: it was going to take more time, money and resource than they had ever imagined. In this interview, Cyryl Pryzbyl talks about the common issues he discovered and overcame, which will be…

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Papers and articles

Developing the Key Account Manager job description

Companies frequently ask whether they have the right people for key account management (the answer is often ‘no’) and how they can tell if they are right people. In fact, the question should really be ‘What job do we want them to do?‘ If you start with the wrong job description, you are not likely to find…

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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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AKAM Workshops & Conferences

Can you still increase business with your key accounts? – 4th Annual AKAM Conference

When you already have a substantial share of the customer’s ‘wallet’, it’s easy to believe you’ve got everything possible. But Christian Maryska’s research casts serious doubt on that view. His deep dive into several key accounts identified very significant, untapped areas of business. Granted, every key customer has ‘locked’ areas, but he found growth potential…

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