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You may have plenty of experience as a key account manager, but maybe you haven’t had the relevant training/education that underpins the role. But KAM has a substantial body of research and theory, about what it is (and is not); relationships between complex suppliers and complex customers; how KAM works and a particular focus on…
This is a blow-by-blow set of instructions for building your key account matrix, firstly to select key accounts from your customer base and secondly to identify what kind of key accounts they are – because they are different, will behave differently and perform differently for your organisation. Developing a matrix view of them is a…
Professor Marco Sisti of SDA Bocconi University in Milan presented the matrix approach to key account selection at AKAM’s meeting in Paris. It’s important to consider carefully what criteria are applied to make up the axes of the matrix and whence the data to inform them is sourced, internally and externally. The matrix approach is…
In this Bulletin article AKAM Chair Diana Woodburn lays bare all the ways that companies get this wrong – and why getting it right matters so much! Including poor performers in the key account portfolio can bring down the whole KAM initiative. But still there are suppliers with a feeble process for selection – or…
In spite of its name – key account selection/categorisation matrix – the matrix has many more uses than choosing key accounts. It represents your organisation’s portfolio of key accounts, which should be managed, measured and assessed as a portfolio. The position of a customer in the matrix should be used to decide how much resource…
These two spreadsheets prefaced with instructions for use are designed to make the process of building the key account matrix easier for you. They make clear what data you need to collect and supply ready-made blank tables for inputting it. You really must give contributors scales to get some consistency across their ratings, so make…
Account segmentation is as fundamental to KAM as the differentiation that has to go with it. This report of the Programme Directors Forum complements the report on differentiation and digs into what segments are generally applied, and the well-established process for allocating customers to each. Segmentation is just the beginning: it leads to questions like…
Differentiation is a cornerstone of KAM, yet some companies seem to believe they are operating KAM without giving key accounts anything significantly different from other customers. Suppliers standardise to lower costs, gain efficiencies and avoid making mistakes, but this isn’t enough for key accounts to spend their valuable time with you. This report of AKAM’s…
In this podcast, John Bailey (Hiab), Armelle Dupont (Vetropack) and Diana Woodburn (AKAM) talk about how and why key accounts are chosen, and why some major accounts don’t make the cut. Key strategic accounts should be selected for their potential and willingness to partner, allied with their strategic fit with the supplier. But suppliers need…
Michael Winslow has a huge experience in Procurement, including several mega global players. In this webinar he offers a number of models that are tremendously useful to both customers and suppliers: for example, on different levels of trust; selection of key suppliers and their potential contribution to the customer’s business; partner relationships and how they…
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