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Are you a ‘one thing at a time’ person? Are you happy with long-term thinking? How does this fit with your role as a key account manager? Professor Christophe Fournier from the University of Montpellier introduces the concept of “time congruity,” the alignment between an individual’s time personality and the time-defined demands of their role.…
Companies often make the mistake of applying the same compensation schemes to key account managers as they do to salespeople. Understandably, employees reckon that what they are incentivized for is what the organisation really wants from them. So if short term sales are incentivized, short term sales are the output – not KAM. In this…
Mike Green leads this discussion about KAM’s Key Account Manager of the Year award for 2023. In conversation with Mike are Thierry Josselin (Winner 2021) and Bob Delwig (Highly commended 2022). The discussion covers the process for applying for the award and the benefits of doing so for the individual concerned. Apply Today! Entries are…
You’ll need a well-developed relationship to implement your plan, but what does ‘relationship’ mean in a KAM context? Key account mangers often fail to understand it and are deluded about the quality of their customer relationships. Richard Ilsley and Olivier Rivière talk about what a real KAM relationship looks like, what it can achieve, and…
You can’t just write a plan, you need first to devise a strategy based on great customer understanding (why and how) before nailing down the activity (what?) and the people to address (who?). Key account managers often complain that plans are a waste of time and don’t get used – which is ironic, when it’s…
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…
Performance and reward schemes are notoriously tricky. Instead of stimulating the action and behaviour you want, they can just as easily act as a deterrent, especially in KAM, which is more complex and involves more people than Sales. Three frameworks are presented here to use as tools to help you develop the right scheme. The first…
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…
Carlos Ferrer Sotillo, BT Global Sales Director, delivered a presentation full of 28 inspirational ‘pills’. Drawing on a wide range of rousing and thoughtful messages, he challenged participants to take a handful of specific pills and use them to find ways of adding customer value. The audience was indeed inspired, and produced outputs ranging from…
In this short video, Oliver Hart talks about incomplete contracts on behalf of Harvard University and the Royal Economic Society. When contracts deal with transactions that may continue for years ahead, it’s impossible to cover everything. So the critical question is, Who gets to decide on the things that are left out? Somebody has to…
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