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Senior management involvement

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AKAM Workshops & Conferences

KAM in professional service firms

This workshop was the second of the occasions when AKAM members – and non-members – met and talked together. Practitioner speakers stimulated lively discussion on value creation and the issues that prevent its realisation in some cultures. Our academic presenters uncovered counter-intuitive dynamics in KA teams that affect their performance, and also looked at what…

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AKAM Workshops & Conferences

A general manager in position, a Key Account Manager at heart

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…

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Papers and articles

What’s the problem with strategic account plans?

Sadly, there are lots of issues with strategic account plans, according to AKAM’s Programme Director Forum. It is hard to understand why organisations with so much business vested in the these accounts can tolerate the poor quality which is so common. In fact, they often misunderstand what strategic key account plans should be like, so…

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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

Why are senior managers (not) involved with their firm’s most important customers?

There are radically different views on whether senior management should or should not be directly concerned with key customers. Sometimes challenging issues require the authority of the CEO, and senior managers in direct customer contact are generally more sympathetic to and accommodating about their needs and expectations. Customers have a view about their position with the supplier…

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Papers and articles

Why are senior managers (not) involved with their firm’s most important customers? (In brief)

This very brief summary of conclusions from Victor Wullink’s Masters thesis gives a flavour of what he discovered from interviewing seven very different companies. He found that a relationship exists between the degree of KAM embeddedness in a firm and top management involvement. Its importance in terms of acquiring and retaining customers depends on customer perceptions, particularly when the product can be…

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Papers and articles

The future of Key Account Management

Is key account management still the right thing to do with major customers? The business environment has suffered several shocks in the past few years, and ways of doing business need to respond: sometimes business models have to be reconfigured. How should/will KAM change in the next few years? Dr Beth Rogers considers the future…

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Papers and articles

What gets organisations started on KAM

Understanding what drove your organisation towards KAM can be crucial in ensuring that it stays focused and makes progress during the quite significant amount of time it takes to make a KAM programme successful. In this short paper, Dr Diana Woodburn shares research into the factors that goad organisations into KAM, positive and negative, and…

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Papers and articles

The role of senior executives in managing key customers in Arab context

Fawaz and Fatan Baddar and Lulu Alhesan conducted 68 interviews to gain this insight in a rare piece of research into KAM in the Middle East. They found that Arab senior managers’ participation is imperative in relationships with key customers in the Arab world. Due to cultural and institutional factors that are unique to the Arab context senior…

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Papers and articles

Managerial implications of KAM research

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?

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