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KAM as a corporate strategy

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Papers and articles

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

This very brief summary of conclusions from Victor Wullink’s Masters thesis gives a flavour of what he discovered from interviewing seven very different companies. He found that a relationship exists between the degree of KAM embeddedness in a firm and top management involvement. Its importance in terms of acquiring and retaining customers depends on customer perceptions, particularly when the product can be…

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Papers and articles

The future of Key Account Management

Is key account management still the right thing to do with major customers? The business environment has suffered several shocks in the past few years, and ways of doing business need to respond: sometimes business models have to be reconfigured. How should/will KAM change in the next few years? Dr Beth Rogers considers the future…

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Papers and articles

What gets organisations started on KAM

Understanding what drove your organisation towards KAM can be crucial in ensuring that it stays focused and makes progress during the quite significant amount of time it takes to make a KAM programme successful. In this short paper, Dr Diana Woodburn shares research into the factors that goad organisations into KAM, positive and negative, and…

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Papers and articles

The role of senior executives in managing key customers in Arab context

Fawaz and Fatan Baddar and Lulu Alhesan conducted 68 interviews to gain this insight in a rare piece of research into KAM in the Middle East. They found that Arab senior managers’ participation is imperative in relationships with key customers in the Arab world. Due to cultural and institutional factors that are unique to the Arab context senior…

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Papers and articles

Strategic customer/supplier partnerships

Too many suppliers have overused and abused the ‘partnership’ word, ultimately only offering a high-level sales relationship – not what customers expected and wanted. So many customers have become cynical about partnerships, and suppliers should only propose the approach if they genuinely mean it and know how to deliver it. This article by Richard Ilsley discusses what…

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Papers and articles

Managerial implications of KAM research

Review of what academics say about KAM from Professors Björn Ivens and Catherine Pardo. They give clear indications of best practice in a number of critical management approaches, some still commonly overlooked. Are your management practices aligned with researched knowledge of KAM?

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Diagnostics and tools

Measuring KAM input

In KAM, as with any other investment, you hope to get a return on what you invest. The converse is also true: if you don’t invest, why should you expect to get a return? Nevertheless, suppliers often seem disappointed in the performance of an account (and the key account manager attached to it) even though…

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Case Studies

Senior management involvement with key customers: 7 cases

It is often easier to discuss what you think about what other companies are doing to find a way to express and determine the approach you want in your own company. If you have a concern about top management involvement with key customers in your company, whether you are a director or key account manager,…

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Member Resources

Think big, act small

Armelle Dupont demonstrated the importance of objective, criteria-based account selection over the intuitive and often backward-looking selection applied by SMEs (and bigger companies too). 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…

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