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Strategic key account plans

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AKAM Workshops & Conferences

Driving hyper growth – 1st AKAM Annual Conference

Conor O’Maley, Regional VP SMB at SalesForce in Ireland, presented the framework of processes, tools and behaviours used to manage their sales team. Their Account Management is based on combining a high focus on sales and a good customer experience to generate the customer’s loyalty. He focused on sales management and sales efficiency which, although they are…

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AKAM Workshops & Conferences

Insights on tools and methods for selecting the right key customers – 2nd Annual AKAM Conference

The crucial job of selecting key accounts was addressed by Dr Marco Sisti of SDA Bocconi University in Milan. The idea of choosing key accounts according to size of their past sales with the supplier is regrettably still very common. There are definitely better ways of carrying out this all-important task, as this very practical presentation demonstrated.…

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Webinar

Engaging Top Management in KAM

KAM is a corporate strategy, so obviously involvement of Top Management is essential. But does your organisation really have it? Astonishingly, many key account managers don’t think so. Why not? Does your Top Management think they’re accountable for KAM? What should their involvement look like? What can you do about it? This webinar will address these…

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Account Plans

Developing KAM structures: removing roadblocks and bottlenecks

Whatever KAM structure you decided to build in your organization, expect to face some bottlenecks and blockages. Don’t worry, you’re not the first! In this webinar, Dominykas Cibulskas will share real-life examples of what can happen when companies are building KAM organizations. His hints and advice might help you avoid similar problems in your KAM…

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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

Are you really managing key account risk?

Risk awareness has always been in the long list of skills required of key account managers, but it is rarely high enough on the list, and awareness is not enough anyway. Being in business is about managing risk as well as making profits. Most risk is considered as financial, and while the ultimate impact may…

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Papers and articles

Essential elements of strategic account plans

Strategic account plans sit at the core of KAM: they specify the value to be offered to the customer and received by the supplier. They should be what gets done, and yet very little has been written about them. This paper lays out the essential elements of strategic account planning: the purpose of strategic account…

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Diagnostics and tools

Measuring KAM input

In KAM, as with any other investment, you hope to get a return on what you invest. The converse is also true: if you don’t invest, why should you expect to get a return? Nevertheless, suppliers often seem disappointed in the performance of an account (and the key account manager attached to it) even though…

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Case Studies

How KAM worked for Unipart with Vodafone

Maurice Daw tells how key account management spearheaded Unipart’s strategy to build on its dominant but saturated position in the automotive sector to enter the challenging world of telecoms. Unipart started as a traditional third-party logistics provider with Vodafone and ended up with a unique ten-year contract. The relationship developed from ‘hygiene factor’ to offering…

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Competencies

Strategic Alliance Management

Strategic Alliance Management is a growing area that allows key account managers to broaden their differentiated value propositions to clients. They need to look for partners with adjacent or complimentary capability to that of their own organisations’. There are different commercial models that can be applied outside of a formal Joint Venture, including introducer, prime…

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