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Have you ever emerged from a negotiation wondering how and why did it all go wrong? It’s not just selling negotiations that can be brutal – securing enough resources internally or the right decisions for the customer can be just as difficult. Even in close KAM relationships and great KAM programmes, negotiation plays a critical part. At…
There is plenty to be excited about in technologies applicable to KAM. But which ones are valuable and which might have you spending time feeding their voracious appetites for information when perhaps you should be using it on your customer? And which are helping you to new insights and which are over-the-top sledgehammers? Dr Olivier…
Emerging from this meeting was a strong focus on how value is created. Dr. Antonella La Rocca, Associate Professor at Rennes School of Business in France, gave an overview of research in the area and then identified, from her own work, two almost diametrically opposed profiles of key account managers, typified as X and Y. X is more…
Is senior management engagement always a good thing? Not necessarily, though certainly the right kind of involvement is very powerful: senior managers can be coaches, advocates, high-level ambassadors with customers, barrier removers and boundary spanners. But they don’t always want to take on these roles, and sometimes they don’t know how – and sometimes they seem…
Many suppliers have continued to select their key customers on the basis of historical sales results, in spite of a considerable amount of research that says this is not the way to do it. Suppliers seek to invest in those customers who will give the best return on investment in the future, and deciding who they are should…
Key Account Management and selling are not the same thing. Key Account Management does not mean selling to big customers – it is not just a higher form of selling or a synonym for selling to the C-Suite. KAM is very likely to engage with the customer’s C-Suite, but the process will involve much more than the…
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?
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…
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