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Many key account managers have a background in sales, but training may be quite some time ago – maybe even never! It’s worth (re)visiting some higher-level fundamentals and reviewing what aspects of selling are still relevant to KAM in today’s environment. What kinds of approaches to selling exist, how do they differ, which should you…
There is no single set of characteristics that identify outstanding key account managers, says Tyrone Morris – the best results come from matching customers with the right key account manager for that account. He/she may not perform as well with another key account, nor do the best sales managers necessarily make good key account managers. Working with…
The Loccioni story was told from the point of view of a key account manager, Mattias Bernhard, which highlighted a different selection and operating approach for only partly dedicated key account managers in a common SME situation, where they may be focused on a narrower range of products/services with a potentially more technical sell, in addition to other roles…
Caroline Hondre, Group General Manager, Customer Engagement, International SOS, leading worldwide medical and travel security assistance firm, described her role and experience in setting up her company’s account management programme. Customer facing roles were redefined, the process and criteria for lead handling and development changed, and new principles and ways of learning were introduced with a Key…
In this article Edmund Bradford shows how the knowledge and skills that developed as a key account manager can be applied in a new direction:Â to help you get your next job. You need to reframe the elements involved, e.g. the account as the job market, the buying team as the recruitment team, you as the…
When you already have a substantial share of the customer’s ‘wallet’, it’s easy to believe you’ve got everything possible. But Christian Maryska’s research casts serious doubt on that view. His deep dive into several key accounts identified very significant, untapped areas of business. Granted, every key customer has ‘locked’ areas, but he found growth potential…
Strong relationships with senior executives in key accounts can open new doors to opportunities IF they see – up-front – that the supplier has delivered value and will deliver even more in the future. Busy executives frequently need to take decisions and base choices on incomplete information, so you can win business by demonstrating your credibility and…
Conor O’Maley, Regional VP SMB at SalesForce in Ireland, presented the framework of processes, tools and behaviours used to manage their sales team. Their Account Management is based on combining a high focus on sales and a good customer experience to generate the customer’s loyalty. He focused on sales management and sales efficiency which, although they are…
 Dr Deva Rangarathan, Professor at IESEG Business School explores the pandemic-driven but probably permanent changes in KAM and customer relationships. Developments in digitisation have transferred more influence on the buying decision to marketing, particularly the early stages. Key account managers should recognise that, welcome the change, adapt to it and work proactively with marketing to…
Emerging from this meeting was a strong focus on how value is created. Dr. Antonella La Rocca, Associate Professor at Rennes School of Business in France, gave an overview of research in the area and then identified, from her own work, two almost diametrically opposed profiles of key account managers, typified as X and Y. X is more…
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