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Diagnostics and tools

Transitioning to KAM (2): detailed audit and action checklist

This audit framework is aligned with the ‘quick and dirty’ checklist in ‘Transitioning to KAM (1), but shows more specific actions to bring all bases into line in your current position in KAM development, and shows you what to do next to move your organisation to where it wants to be. To understand the different phases of KAM development,…

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Papers and articles

Changing the culture for KAM

Is KAM a strategy or a culture change? It’s both! But while it may get conscious attention as a corporate strategy, the culture change required is often overlooked. Often really contradictory cultural norms continue to prevail unchecked: e.g. like a constant focus on short-term results, or concerns about being ‘it can do the cleaners’ by…

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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

A bibliometric analysis of extended key account management literature

This illuminating analysis by internationally renowned Professors Kumar, Sharma and Salo defines the scope of KAM: selection of key or strategic accounts, team structures, coordination with other functions, and a deeper level of relationship within the organization and with the KAM customer’s firm. It also demonstrates how KAM is distinct from traditional sales research, relationship marketing, and sales…

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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

What is KAM and how does it work?

Many companies are still unclear about what KAM is and what it takes to implement it successfully. Richard Ilsley starts with the basics and identifies the essential elements of KAM programmes, which still go beyond the minimal changes that many suppliers think will suffice – they won’t!

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Papers and articles

Overcoming internal conflict through KAM

Managers have tried numerous structural and cultural adaptation methods to achieve integrated, cross-functional approaches but with limited success. But internal conflicts arising from attempts to integrate across functional and national barriers risk leading to customer dissatisfaction on a critical scale. KAM has succeeded in overcoming internal conflict where other approaches have failed.

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Competencies

Account management task roles & skills: does it differ between large and small businesses?

In Lugano presenters and breakout discussion groups agreed that size wasn’t necessarily a crucial factor – SMEs often have an appropriate instinctive approach to key customers, but they may miss formalising some elements that would help KAM work better if they were clearer. Big companies are under more pressure to standardise initiatives because there are so many…

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AKAM Workshops & Conferences

Right people, right role

While Accord has been acquired and made major acquisitions multiple times – 7 in the previous 5 years! – focus on the customer has endured. Finding the right key account manager to suit each key account is critical, and Clara Carter believes working with Colour energies has helped – both the key account manager’s and…

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Papers and articles

Building a strong KAM training programme

In his comprehensive review and proposals for KAM training, Dr Olivier Rivière suggests that any programme must be tailored to the maturity, situation and needs of the organisation, so ‘one size fits all’ does not apply. He advocates fitting the programme closely to the organisation’s KAM strategy and approach and widening it beyond key account…

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