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Employability of sales students and salespeople is one of sales education’s major challenges. Dr Stefan Wengler shows how different skills should be delivered by different means of instruction, depending on the sales person’s ‘development stage’ as well as the ‘Key Account Management Cycle’.
Have you chosen the right key accounts? Key account selection is a critical process: a simple list doesn’t do it. A good process will demonstrate that key accounts are not all the same and how they should be managed differently. Dr Diana Woodburn shows how to select your key accounts, build a matrix to categorise…
Companies frequently launch their Key Account Management programme without having considered all the pieces essential to its success. KAM is a strategy that goes way beyond sales management, not least because the whole company is involved in delivering its promises to key customers. In this substantial paper Dr Olivier Rivière explains how and where to get started on defining and scoping your organisation’s approach. The Sales…
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!
There is a lot of unhelpful confusion around Account Management and Key Account Management and a lack of clarity about the difference in nature and goals. AM is a plain necessity for B2B suppliers, while KAM is a strategic choice that should be a core element of the operating model and strategic capabilities of the organisation. Companies with…
What is a KAM team? You may be perfectly clear, but do your colleagues and your customers agree? AKAM’s Forum of KAM programme leaders identified four different group of people, all called ‘the KAM team’. Which means that you can have been talking about the team completely at cross purposes with someone who sees it very differently.…
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…
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…
Some companies are disappointed with the outcomes of their KAM programmes. And yet what should be a major strategic initiative has been downgraded to ‘just another management technique’ – a ‘nice-to-have’ rather than a ‘must-be’. Why is it that? This webinar will identify and address common issues: KAM objectives are sometimes unclear, unrealistic, or non-existent……
This workshop was the second of the occasions when AKAM members – and non-members – met and talked together. Practitioner speakers stimulated lively discussion on value creation and the issues that prevent its realisation in some cultures. Our academic presenters uncovered counter-intuitive dynamics in KA teams that affect their performance, and also looked at what…
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