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Mini cases | Supplier Relationship Management and KAM should be the mirror image of each other, though they are not entirely symmetrical. So there’s a lot that KAM can learn from putting itself in the customer’s shoes. Use these four case studies from Dr Beth Rogers to help your team understand, practice and agree a…
Customer Experience Management (CEM) is a pragmatic way to help your organization become more customer centric through understanding and acting upon the customer’s needs. Michael Widing uses his 20 years’ experience to explain the 3-step process to debrief customer insights from the frontline and bring them straight back to all the support functions and top management. It’s very…
This customer-focused research is full of insights into the complementary side of KAM – Supplier Relationship Management (SRM). How prevalent is SRM? What is it, how does it work? Do you know your customers’ approach to SRM? This report on SRM in 360 companies across all major sectors is packed with vital statistics e.g. over 90% of…
This is a Powerpoint presentation from Antony Faughnan of EC Harris, telling key account managers a lot of what they need to know about how professional buyers approach supplier relationships. All too often, key account managers understand little about the customer’s strategy and therefore disregard it – dangerously – as being irrelevant in their dealings…
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…
The COVID-19 outbreak is causing the biggest disruption in decades to economies and businesses across the world. State of Flux 12 years of global annual research into supplier management best practices shows that most organisations are significantly exposed when it comes to supplier risk management, specifically pandemic risks. And while procurement and supply chain organisations…
Many suppliers have continued to select their key customers on the basis of historical sales results, in spite of a considerable amount of research that says this is not the way to do it. Suppliers seek to invest in those customers who will give the best return on investment in the future, and deciding who they are should…
While you should have good relationships with your customers’ people, of course, there are other kinds of relationship important in KAM: Gadde and Snehota’s research identified three layers. In this short article, Diana Woodburn argues that investment in human relationships in KAM is a means to an end, not a result itself. Good relationships can get you…
Is your organisation in denial about the need to change your approach to important customers? Do you have customers who want KAM from you? Which ones are making signals? Use this short checklist to identify those at the tipping point.
You’ll find several papers on metrics in KAM in Understanding KAM/Papers and articles: it was the focus of the Bulletin in June 2021. Here Tara Kelly reviews the continuing relevance of the Net Promoter Score (NPS) which, in spite of major changes in business environments, is still a powerful indicator of how customers feel towards…
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