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Value creation & co-creation

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Papers and articles

Gaining better outcomes from negotiations with key accounts

Feeling relieved to have won some business from tough conversations with their key accounts, suppliers often fail to identify the value they have missed out on as a result of poor negotiations. Many supplier organisations would benefit from a strategic, top down look at their negotiations with their high value, long term and often complex key customers. …

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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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Papers and articles

Shareholder value measurement – essential for the future

For companies with a degree of sophistication in KAM, Malcolm MacDonald, Emeritus Professor at Cranfield School of Management, introduces the idea of Shared Value Added (SVA) and explains its importance in valuing customers to make critical strategic decisions about their business. Investing in customers is an alien concept for many people, including accountants holding the purse…

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Papers and articles

Crafting key account value propositions to win more business

Value propositions have been described as one of the most valuable concept in sales and marketing, and at the same time, one of the least well understood and executed. So Alistair Taylor’s paper from bulletin No 2 performs a useful role in clarifying what the role of value propositions in KAM. The aim is for…

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Papers and articles

Is Key Account Management the same in large and small companies?

Short paper from Bulletin No 1. Following the AKAM workshop in June 2017, Olivier Riviere concludes that size doesn’t matter for the fundamentals of KAM. But KAM, whatever its degree of sophistication, requires more resources than plain Account Management, and if those resources are allocated to KAM, they cannot be used for another purpose. So there…

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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

Strategic customer/supplier partnerships

Too many suppliers have overused and abused the ‘partnership’ word, ultimately only offering a high-level sales relationship – not what customers expected and wanted. So many customers have become cynical about partnerships, and suppliers should only propose the approach if they genuinely mean it and know how to deliver it. This article by Richard Ilsley discusses what…

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Video Views

Vested contracting: 5 rules to transform outsourcing

In this video for the Institute of Supply Management, Kate Vitasek of the University of Tennessee shares her research on relational contracting. The opportunities to change the way contracts are approached is applicable to almost every sector, although the research has been initially focused on outsourcing and services, as outsourcing often plays a critical part…

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Video Views

How DHL implemented a vested outsourcing model for reverse logistics

This substantial presentation is a case study by Ruud de Groot of DHL, explaining how the collaborative approach taken by DHL in EMEA led to the implementation of a vested contract for reverse logistics designed to reward the achievement of specific operational goals. Through this contract DHL explored the use of Intel technology elsewhere in…

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Member Resources

Successful service infusion

Dr Nima Hierati of Queen Mary University, London distinguished between product-focused services (like maintenance, guarantees etc) and customer-focused services (e.g. financing, cooperative marketing). Manufacturers seem generally focused on the former and often neglect the opportunities offered by the latter.

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