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Selection and categorisation of key accounts

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AKAM Workshops & Conferences

Achieving account-based growth

Apply Pareto’s 80/20 rule repeatedly and you’ll find the top 3.5% of accounts deliver 50% of revenue So are those customers receiving exceptional attention in your company? Bev Burgess and Tim Shercliff share key messages from their book ‘Account-based growth: Unlocking sustainable value through extraordinary customer focus’ . Plus and insights for suppliers from Ninian…

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Webinar

Selecting and categorising key customers

Have you chosen the right key accounts? Key account selection is a critical process: a simple list doesn’t do it. A good process will demonstrate that key accounts are not all the same and how they should be managed differently. Dr Diana Woodburn shows how to select your key accounts, build a matrix to categorise…

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Papers and articles

An introduction to the key elements of a KAM initiative

Companies frequently launch their Key Account Management programme without having considered all the pieces essential to its success. KAM is a strategy that goes way beyond sales management, not least because the whole company is involved in delivering its promises to key customers. In this substantial paper Dr Olivier Rivière explains how and where to get started on defining and scoping your organisation’s approach. The Sales…

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Diagnostics and tools

Strategic key account plans: worksheets

Where/how do you start to write a strategic key account plan? First comes the collection and analysis of information, then interpretation and thinking, before creating strategies that will be powerful for your company and the customer’s business as well. These downloadable worksheets help you to digest and use what you know about the customer and come…

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Papers and articles

What is Key Account Management?

Ask six people what KAM is and you’ll probably get six different answers, albeit with some common threads and themes. In contrast, AKAM is clear about what Key Account Management is, what a key account is, and what a key account manager is. This statement also identifies critical elements of KAM which means you can see when and where it is really happening,…

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Video Views

Getting started on Key Account Management

Dr Olivier Rivière (AKAM Board Member) explains that successful KAM introductions rest on three ‘pillars’: KAM infrastructure – which means the specific processes that will enact KAM – Key Account teams, and Key Account plans. Key Account Managers don’t achieve much on their own, so KA teams should be selected and enabled from the beginning, which is sadly often not the…

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AKAM Workshops & Conferences

Right people, right role

While Accord has been acquired and made major acquisitions multiple times – 7 in the previous 5 years! – focus on the customer has endured. Finding the right key account manager to suit each key account is critical, and Clara Carter believes working with Colour energies has helped – both the key account manager’s and…

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Papers and articles

Comment positionner ses KAM au sein de son organisation?

Au sein d’une entreprise, la place des commerciaux responsables des comptes stratégiques, ou KAM, est toujours particulière. Ils ne sont pas présents dans toutes les entreprises, mais, quand c’est le cas, ils ont souvent plus d’autonomie que les autres et évoluent sur des projets de plus long terme. Il faut donc savoir définir leurs attributions…

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Webinar

What’s key in searching for the perfect Key Account Manager?

This webinar was presented by Gintarė Bėtaitė, Partner Amrop Lithuania. It’s more important than ever for us to know what businesses want in a key account manager. Gintare’s session at our meeting in Vilnius ‘Key account managers ahead of the game – who are they?’ was very well-received and to the point, so we asked her for…

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Papers and articles

Drawing a line between AM and KAM

There is a lot of unhelpful confusion around Account Management and Key Account Management and a lack of clarity about the difference in nature and goals. AM is a plain necessity for B2B suppliers, while KAM is a strategic choice that should be a core element of the operating model and strategic capabilities of the organisation. Companies with…

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