Search by topic, author, keywords and more. Filter your results by content type by pressing the black settings button.
Suppliers are often keen to avoid Procurement and work directly with the ‘real customer’. Maybe you find dealing with Procurement bruising and unpleasant? Do you feel forced to give away more than you planned? If so, you may conclude that avoiding Procurement is going to work out better for you. But Jens Hentschel of Fivis…
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…
Trust isn’t a simple or absolute concept, it’s never perfect and incontrovertible. Alistair Taylor explores and explains trust in a KAM setting, including the range of contexts from the individual to the team, and to the organisation. A customer may trust a person but not their company – or vice versa! Alistair builds a structure…
You will create more joint value and build longer-term relationships if you can align your objectives with Procurement’s. Going head-to-head is NOT inevitable, nor is it a winning strategy!  Who are Procurement clients and what is our relationship with them? What are Procurement clients’ undisclosed objectives? Pushing beyond the perception that all Procurement want…
There is plenty to be excited about in technologies applicable to KAM. But which ones are valuable and which might have you spending time feeding their voracious appetites for information when perhaps you should be using it on your customer? And which are helping you to new insights and which are over-the-top sledgehammers? Dr Olivier…
Karim Bennaziz Houmane, Global Head of Commercial Cards Sales, BNPParibas highlighted critical issues that have developed in KAM – deterioration of the relationship mode back to a transactional mode, circular conversations or the ‘continuous crisis’ mode and reduction of the KAM to problem solver. He introduced the idea of ‘double loop learning’ as a route to more…
Andrea Dori’s industry has also changed out of all recognition in the last few years. At one time, Illycaffè simply sold excellent coffee, but now, in addition to having extended its product and brand range, the company sees itself as participating in the hospitality industry. Whereas once it sold on the basis of quality, consistency…
Andrea Busnelli, Client Director Automotive Industry IBM, highlighted the importance of customer relationships, particularly when industries are changing fast, which so many are these days. He was even prepared to admit that IBM hadn’t always got it right, so had some valuable suggestions about how to avoid falling into that trap, such as proactively transforming…
Almut Ringlben, Account Director and Florian Heidecke, Chief Client Officer of Namics AG were deliberately controversial in challenging delegates to consider the bipolar nature of KAM in many companies. They identified nine areas where two KAM approaches could be diametrically opposed to each other, and yet exist in the same organisation at the same time. It begs the question of…
Failure of the KAM programme is not often considered by suppliers setting out on such an initiative. By exposing his findings on situations where KAM has not been successful, Cedric Roesler caused a great deal of alarm among delegates and challenged them to examine whether their KAM programmes fell into any of his five failure scenarios. He showed…
Please confirm you want to block this member.
You will no longer be able to:
Please allow a few minutes for this process to complete.
Hosted by Siemens HQ, Munich, Germany
