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Richard Ilsley and Olivier Riviere, highly experienced trainers themselves, discuss how and why training often doesn’t work. In part it may be because what it is supposed to deliver hasn’t been defined, no objectives have been set. But should those objectives be hardwired to the commercial targets of the organisation, or should they represent intermediate…
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’.
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 his comprehensive review and proposals for KAM training, Dr Olivier Rivière suggests that any programme must be tailored to the maturity, situation and needs of the organisation, so ‘one size fits all’ does not apply. He advocates fitting the programme closely to the organisation’s KAM strategy and approach and widening it beyond key account…
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…
You are a skilled Key Account Manager with solid experience behind you and yet you haven’t had any objective way to demonstrate your competency to your current or potential employers. Until now! AKAM has developed the only independent Diploma in KAM The qualification can be respected globally because of AKAM’s professional independence Everyone we have…
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…
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…
This topic attracted a strong response! Over 40 key account managers, programme directors, academics and consultants hotly debated the issues that arise from the involvement of senior management in KAM. Is it essential? Basically yes: and Dr Lesley Murphy demonstrated research on why. Too often, senior managers seem to think they can simply give their approval…
Siemens has long been considered a leading exponent of KAM/GAM. In this session, Bjarne Lykke Sørensen, CEO Siemens Denmark, describes the challenges and opportunities in dynamic, fast developing business environments and how they will be addressed by supplier/ customer/ partner ecosystems. Key account managers need to grow into their crucial roles in these networks. Bjarne…
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