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Performance in KAM

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AKAM Workshops & Conferences

The power of KAM as a change agent – 2nd Annual AKAM Conference

Karim Bennaziz Houmane, Global Head of Commercial Cards Sales, BNPParibas highlighted critical issues that have developed in KAM – deterioration of the relationship mode back to a transactional mode, circular conversations or the ‘continuous crisis’ mode and reduction of the KAM to problem solver. He introduced the idea of ‘double loop learning’ as a route to more…

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AKAM Workshops & Conferences

Value creation and value propositions – 3rd Annual AKAM Conference

Everyone talks about Value in KAM but, according to Diana Woodburn, it is a misunderstood, misused and abused term. Value should appear explicitly in strategic key account plans, where the value to supplier and customer should be perfectly clear and differentiated – which, in practice, it rarely is. Suppliers have multiple sources of value available to them through…

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Webinar

The big issue of KAM performance and rewards

In this webinar, Diana Woodburn shares insight into different ways that organisations recognise KAM performance and its consequences. If you’re a KAM programme leader or HR professional, you need to consider whether your performance and reward scheme sends mixed messages and encourages unfortunate behaviour. If you’re a key account manager, you’ll want to coach your…

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AKAM Workshops & Conferences

Key account retention in a service business – 1st AKAM Annual Conference

For Marco Reijntjens from Tenacity Europe in the Netherlands value lies at the centre of retention in service businesses. As services are intangible, their value depends more on the customer’s perception than does the value of products. The perception of value erodes with time unless the supplier is very vigilant in creatively renewing it the eyes of their…

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Papers and articles

Integrating science – metrics – into the SAM/KAM process

Metrics are predictors: they provide key insights and calibrations to a cross-functional team on performance, value, adaptability, and alignment to accounts and markets. They enable organizations to take the right actions now and institutionalize excellence. In this article Denis Chapman proposes 5 key metrics and 7 tips for implementing a metric-generating approach, plus a litmus test on…

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Papers and articles

Three level model of KAM metrics

‘Who cares?’ is a great question to kick off the development of a KAM metric system. Because if nobody wants to know and is ready to act on the information, there’s no point in collecting the data. This question and ‘What would they want to know about KAM?’ drove the development of this three-tier model…

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Papers and articles

Performance in Key Account Management

Defining performance in key account management is not simple. As a first step, companies should articulate what they want and expect KAM to do for them and link the required performance of key account managers to it. Some companies introduce KAM in order to retain their most important customers but then frustrate their own intention…

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Papers and articles

Rewarding Key Account Management

Rewards tend to change behaviour and activity, as indeed is the intention. It is not clear, however, that rewards necessarily achieve the desired objective: in some cases, companies may be rewarding what would have happened anyway, or even generating negative and potentially damaging behaviour. Does ‘management by results’ work? Should key account managers be rewarded…

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Papers and articles

The trouble with targets in KAM

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…

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Papers and articles

Recent KAM papers

Professor Björn Ivens has extracted the reference details of articles about KAM from 2010 to 2015 in two popular journals, IMM and JIBM, and summarised the subject and findings of each to make it easier for you to find what you want to know about KAM.

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