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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…
Short paper from Bulletin No 1. Targets are a commonly used device in sales management, but are they appropriate in key account management? They are normally closely linked with rewards, which is what companies expect and intend, but it is critical that reward schemes are seen as fair, and targets are the element most likely…
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…
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?
Professor Björn Ivens has extracted the reference details of articles about KAM from 2010 to 2015 in two popular journals, IMM and JIBM, and summarised the subject and findings of each to make it easier for you to find what you want to know about KAM.
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…
How/does your company fulfil KAM promises? Do you even know? It should come as no surprise that key accounts expect key account managers to understand their own company even better than the customer’s business. What is surprising, though, is how poor is key account managers’ knowledge of their company’s capabilities and ways of working, particularly its processes. This…
The launch of the key account management programme occurred after the company received an RFP from one of their most important customers, which signaled their dissatisfaction and caused shock within the company. The decision by the Board to launch a KAM programme was in direct response to this customer’s defection. Use Wilson and Woodburn’s model…
It is often easier to discuss what you think about what other companies are doing to find a way to express and determine the approach you want in your own company. If you have a concern about top management involvement with key customers in your company, whether you are a director or key account manager,…
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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