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Papers and articles

When KAM corrupts

This article summarises a longer paper on ‘Boundary spanner corruption: a potential dark side of multi-level trust in marketing relationships’ (also available in Member Resources here). These aren’t familiar terms to practitioners, but perhaps they should be – boundary spanner corruption is becoming an increasing threat in relationships between key account managers and their counterparts!…

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Member Resources

Boundary spanner corruption: a potential dark side of multi-level trust in marketing relationships

What do you know about the ‘dark side’ of KAM relationships? For many years the authors of this research investigated and advocated the importance of trust in key supplier/customer relationships. But it’s not quite as simple as that. They define corruption as the ‘voluntary collaborative behaviour between individuals representing different organisations that violates their organisations’…

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Webinar

Developing value from strategic relationships.

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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Papers and articles

Don’t talk to Procurement!

But not talking to Procurement is a big mistake. They have been given a job their company wants them to do: protecting their company, its resources, stakeholders, and customers. So they cannot just suppliers as much as they would like to. In this article Jens Hentschel tells you exactly why each of nine common ‘sales…

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Papers and articles

A buyer’s view of KAM

How well you understand your customer’s buyer, sitting across the desk. Do you appreciate the importance of their role internally and what they need from you be able to fulfil that role? Becky Barnes has some clear messages for key account managers, like ‘Trust is more important than personality’ and ‘Honour your customer’s time: it’s…

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Papers and articles

KAM team talk

By KAM team we don’t mean your organisation’s bunch of key account managers!. In KAM’s challenging environments it is widely accepted that to win and grow business, suppliers need strong internal teamwork – how do we know? Because key customers tell us, all the time. But many key account programmes focus on account selection, strategies, value propositions…

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Papers and articles

Comment accompagner ses KAM sur des projets internationaux?

Les responsables de comptes stratégiques, encore plus que les autres commerciaux, ont souvent une dimension internationale dans leur mission. Face à la complexité des grands projets internationaux et des relations interculturelles, les responsables commerciaux peuvent aider leurs équipes. Comment prendre en compte la complexité d’un projet, construire sa légitimité, identifier les interlocuteurs cibles? Nicolas Swetchine/Aude…

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Papers and articles

Is trust in KAM obsolete?

This article is part of Scott Waugh’s MA research (full text also available on this page), exploring the Challenger Selling approach, which asserts that customers can endorse wholesale business change without the need for a pre-established relationship, or trust. It might be possible, but generally customers were looking for credibility, commitment and consistency and a host of other attributes…

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Papers and articles

Importance of trust in Challenger selling

When Scott Waugh (Siemens) heard the authors of the ‘Challenger Sale’ assert that traditional relationship selling was redundant in favour of knowledge-based selling, he was curious enough to research whether trust was redundant too. However, participants agreed that the opportunity for repeat purchases was reduced if relationships broke down, which could be caused by untrustworthy behaviours. So which…

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AKAM Workshops & Conferences

The Catch 22 of KAM – influencing without authority

Dr Brit van Ooijen explores key account managers’ leadership position and suggests that leadership is more important in any modern management position, regardless of given authority. Boundaries abound and authority is always limited by them, whereas KAM needs to span boundaries: skilled leadership is the way to do it. Trust plays an important part and…

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