- We believe that the driving force behind KAM is profit - it is
not just about "cuddling customers." It is about improved profits
for the customer and improved profits for your organisation.
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- It is a methodology that should be targeted at a small number of
defined accounts - the 20% that produce 80% of the business.
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- Leadership
is often situational. We believe that there are occasions when
an account director should hand over responsibilities to a colleague
if s/he is better qualified to achieve the objectives within
the account plan.
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- We
believe that Key Account Management starts at the top or it
does not start. KAM is one of senior management's ultimate leadership
challenges - it is a time to get back to the front line to motivate
and inspire.
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- Key
Account Management often fails when account directors attempt
to win business single-handedly. We believe that KAM is a "team
sport" where multi-level activity, good communication, clear
plans and concentration of resources will win the day.
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- KAM requires strong cultural foundations. It will only work well externally if teamwork, service, support and relationships are working well internally.
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- KAM
is a constantly rolling process. We believe that contract renewal
starts on day one, not three months before the end of the contract.
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- Key Account Management is not something you do to customers - it
is something you do with customers.
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- We believe that all parts of the KAM process have to be managed as the journey from strategy to reality is rarely straightforward.
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