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AKAM Workshops & Conferences

The future of Strategic Global Account Management

Professor Stefan Wengler shares his latest insights on the “The future of Strategic Global Account Management”: His research shows that, increasingly, a systematic SGAM approach needs to be extended to other players along the supply chain. It’s already happening in some sectors but others seem reluctant to admit that they may not sell anything direct…

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AKAM Workshops & Conferences

New key account managers: what tangled webs they weave!

ISM’s senior lecturer Kristina Maikštėnienė’s fascinating presentation on networks made everyone realise a) how important they are in KAM; b) that they hadn’t given nearly enough attention to them; and c) they certainly would now! We saw how different networks could be drawn according to different criteria, so defining the network basis is the place to start.…

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Webinar

External stakeholder networks and KAM: Beyond the dyad

How to understand, survive and thrive as a KAM in today’s business ecosystems Join Professor Paul Smith in this insightful webinar as he explores the topic of External Stakeholder Networks and Key Account Management (KAM). Drawing on his extensive experience in B2B marketing and management consulting, he provides valuable insights into how external stakeholder networks…

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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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Video Views

The obligation of leadership for Key Account Managers

Leadership is not optional for key account managers, explains Dr Diana Woodburn (AKAM Chairman), their customers want it, their KA team needs it, and their mission absolutely requires them to act as leaders internally, to gain the resources and decisions KAM implementation requires. But curiously, companies rarely send them on leadership development courses, despite the fact that they have one…

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Video Views

Should CEOs be involved with key accounts?

Every CEO should know and build relationships with key customers, according to David Pearson, Managing Director SONY UK – even those with an accountancy or operational background who don’t have customer contact experience in their history. Top-to-top relationships can help to solve difficult issues. But the CEO must not become the go-to person for the…

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Papers and articles

KAM: Selling? Providing services? Or both?

In this paper the well-known Professors Bjoern Ivens, Barbara Niersbach and Catharine Pardo explain the fundamental role of service in KAM. Their research developed a model of four types of service in which key account managers should be engaged in delivering to their internal and external networks: interaction, individualization, information and integration. This important finding…

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AKAM Workshops & Conferences

Key Customer Relationships

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…

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AKAM Workshops & Conferences

What makes KAM programmes fail? – 3rd Annual AKAM Conference

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…

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Webinar

Why KAM fails – and how to rescue it

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……

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