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You may have plenty of experience as a key account manager, but maybe you haven’t had the relevant training/education that underpins the role. But KAM has a substantial body of research and theory, about what it is (and is not); relationships between complex suppliers and complex customers; how KAM works and a particular focus on…
When EMCOR UK’s Facilities Management division decided its future lay in longer contracts with larger clients, it reckoned that collaboration would be the USP to capture it. Collaboration isn’t just a mindset, it’s a process as well, and collaboration and KAM have to be more than ‘skin deep’, says Steve Dolan, EMCOR UK’s Operations Director…
This webinar was hosted by Jeremy Campbell Executive Director, Marketing and Business Development, EMCOR Group UK and Steven Dolan UK Key Account Director, EMCOR Group UK. How do you get a Facilities Management biased business to focus on customers and customer value when the main thrust of the business is on providing services? How do you get any business…
People love case studies and Nigel Jenkins described several, including a telecoms example in which his company had once been 17th in an industry-dominant customer’s list of 17 suppliers and threatened with delisting. Fortunately most companies introducing KAM are not faced with such a dire situation – but it meant that the whole company swung round KAM…
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…
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!
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…
Pfizer recognized that an enterprise-wide shift would be required to address and evolve the structure of traditional sales, in order to create a more agile and innovative customer-centric approach via KAM, so it created its KAM Center of Excellence (CoE) to provide consistency in language and processes, support the business to build expertise and capabilities in KAM,…
Strong relationships with senior executives in key accounts can open new doors to opportunities IF they see – up-front – that the supplier has delivered value and will deliver even more in the future. Busy executives frequently need to take decisions and base choices on incomplete information, so you can win business by demonstrating your credibility and…
David Hawkins of the Institute of Collaborative Working charts the evolution of buyer/supplier relationships. Collaborative relationships can be multidimensional, supporting traditional engagement through supply chains, creation of external alliances and, in many cases, facilitating improved internal collaboration. He shows an 8-stage process linked to BS 11000, the world’s first collaborative business relationships standard developed from pan-industry best practice.
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