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New technology and AI are bringing more and more invaluable data from customers into KAM, as demonstrated by Dennis Chapman of the Chapman Group USA. But how do key account managers cope with the sheer quantity of information, never mind putting it to good use? Things are changing rapidly: smart companies have data analysts on…
Unlocking the Power of Customer Insight for on Delivering Long-Lasting Customer Relationships. Dive into the insightful conversation between Helen Wilson, Chief Experience Officer at IPSOS, and Maggie Chandler, Leader in CX Transformation. Delve into the science of the ‘Forces if Customer Experience and their impact on Key Account Management (KAM) strategies. Discover the essential elements…
The quality – even the existence – of strategic key account plans is patchy even in some of the most forward-looking organisations. Why is that? After all, these are the principal instruments through which key account managers secure the resources they need from their own organisation and the commitment to future business from the customer.…
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…
Vetoquinol’s KAM journey, like most companies’, has taken time. After the launch, things slowed down as people realised the scale of the change required: it was going to take more time, money and resource than they had ever imagined. In this interview, Cyryl Pryzbyl talks about the common issues he discovered and overcame, which will be…
How are they recognised, what do they do? Identifying highly successful key account managers requires measurement of success resulting from their work rather than the luck of the market, i.e. not revenue, which is often a false indicator. Richard Ilsley explores the traits of highly successful account managers, such as willingness not only to embrace change, actively looking…
This article argues that training paths for key account managers should depend on the development stage of the organisation’s KAM initiative: simple and focused in companies starting a KAM initiative, but further enriched for companies with an established KAM programme. Either way, an ideal start point is an individual KAM Competencies Reference Framework and an…
In this first of AKAM’s webinar ‘clinics’, Vice Chairmen Richard Ilsley of SMCG and Mike Green of Capita share their experience to answer questions sent in by members. Topics included more personal queries from individual Key Account Managers and big, thought-provoking questions from KAM programme directors. They covered: What are the best measures of success…
This workshop will tackle what has been one of the most difficult tasks within the strategic account management profession, engaging a complex and always changing Key Account. A key learning point during this workshop will include how to navigate and engage your complex customer and effectively engage your cross-functional team to address all critical relationship touchpoints. This…
How do you know if you are doing the right things? KAM can deliver exceptional levels of growth for organisations, but to achieve it requires focus, investment and ongoing support. To maintain this backing, KAM needs to demonstrate strong progress in areas that link to the organisation’s goals and to paint a rich picture of opportunities. In…
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