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Short paper from Bulletin No 1. Targets are a commonly used device in sales management, but are they appropriate in key account management? They are normally closely linked with rewards, which is what companies expect and intend, but it is critical that reward schemes are seen as fair, and targets are the element most likely…
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?
Article | Survey findings. Rewarding key account managers is far from simple: rewards are generally linked to performance, and there are different views of what constitutes performance in KAM. Furthermore, while most organisations hope that rewards act as incentives, there are some approaches which actively disincentivize desirable outcomes. A good proportion of key account managers…
The Power Grid is a simple and effective way of maintaining focus on ensuring the right strategy and overall approach is used when developing or negotiating with key accounts. Recommended by Alistair Taylor.
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…
No companies have unlimited resources, and even if they do, they still consider carefully where to apply their time and money to get the best return. Financial arguments can be and should be applied to key accounts as much as to any other funding decision. This approach shows you how to calculate the Net Present Value (NPV)…
How/does your company fulfil KAM promises? Do you even know? It should come as no surprise that key accounts expect key account managers to understand their own company even better than the customer’s business. What is surprising, though, is how poor is key account managers’ knowledge of their company’s capabilities and ways of working, particularly its processes. This…
Maurice Daw tells how key account management spearheaded Unipart’s strategy to build on its dominant but saturated position in the automotive sector to enter the challenging world of telecoms. Unipart started as a traditional third-party logistics provider with Vodafone and ended up with a unique ten-year contract. The relationship developed from ‘hygiene factor’ to offering…
You’ll find several papers on metrics in KAM in Understanding KAM/Papers and articles: it was the focus of the Bulletin in June 2021. Here Tara Kelly reviews the continuing relevance of the Net Promoter Score (NPS) which, in spite of major changes in business environments, is still a powerful indicator of how customers feel towards…
Business is not democratic and there’s no doubt that some relationships are more important than others. Jerid Lydic of Pfizer KAM Center of Excellence in the US amply demonstrates why and what they should imply. “Relationships incur costs to develop and manage…so they should be treated as an investment and … productive.” But the key…
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Stay focused and current with the expert knowledge and practitioner experience you’ll find in the AKAM Bulletin. Every two months you’ll get an injection of KAM news, thought-provoking articles and tools/ideas you can utilise.
