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Daniel Svvennsen

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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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AKAM Workshops & Conferences

Key account retention in a service business – 1st AKAM Annual Conference

For Marco Reijntjens from Tenacity Europe in the Netherlands value lies at the centre of retention in service businesses. As services are intangible, their value depends more on the customer’s perception than does the value of products. The perception of value erodes with time unless the supplier is very vigilant in creatively renewing it the eyes of their…

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AKAM Workshops & Conferences

Frameworks for putting KAM into action – 1st AKAM Annual Conference

Feedback from the March meeting requested a session on KAM frameworks and processes, presented here by Diana Woodburn, AKAM Chairman. She offered wide range of devices, most of which act first as diagnostics and then as decision-support tools and management action guides that convert into processes. Frameworks demonstrated included customer selection/categorisation, through risk assessment to key account prioritisation…

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Papers and articles

Key account selection and categorisation process

Many suppliers have continued to select their key customers on the basis of historical sales results, in spite of a considerable amount of research that says this is not the way to do it. Suppliers seek to invest in those customers who will give the best return on investment in the future, and deciding who they are should…

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Papers and articles

Sustainability

Sustainability is the buzzword everywhere but it seems to mean very different things to different people in different places. Often it is not even a single issue (see the list in this article), so the combination of aspects that makes up each corporate’s definition of sustainability is really variable – and volatile, as external events…

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Papers and articles

Relationship lessons for KAM in extraordinary times

Dominykas Cibulskas in Lithuania looks at current events and what they mean for business and KAM. He is clear that ignoring reality or staying neutral is not an option: indeed, some companies have already fallen in the conflict of human v business values. Whatever is done -or not done – it is observed by customers and…

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Papers and articles

Looking in the mirror: Supplier Relationship Management

What do you know about your customer’s SRM approach? This article summarises the 2021 annual survey of Supplier Relationship Management from supplier management consultancy State of Flux. For example, 99% of Leaders and 87% of Fast Followers have a supplier segmentation process and use the outputs to define treatment strategies for suppliers. So do you know…

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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

Can KAM exist in the FMCG war zone?

There is no mechanism for deciding fair shares in any market, especially FMCG. It’s a famously hostile environment where higher profits go to those who have the scale, skill and tenacity to fight hardest for it. That usually means a hostile, confrontational, competitive battle between manufacturer and retailer. How can a collaborative KAM approach survive here? Peter Reynolds…

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Papers and articles

How much is your key account worth?

Customer Lifetime Value and Customer Profitability Companies – and Key Account Managers – must consider the long term profitability of their key accounts. Anything less could be considered a dereliction of duty to their shareholders. Ability to deliver differentiated value to the customer determines how successful you will be. Because if the customer does not…

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