Effective key account management is often disruptive as it works across traditional silos and requires new ways of organising, structuring, rewarding and measuring.
We see seven areas to focus on using our Customer Gyroscope model:
- Customer-centricity: Make sure your KAM approach adds value to your customers
- Strategies: Align KAM strategies with wider business goals
- Structures: Organise your business around your key accounts
- Processes: Get these in place
- Tools: Use pragmatic effective tools
- Contact: Get your KAM activity levels, concentration of effort and effectiveness where they need to be
- Leadership: KAM requires new leadership models: “influence without authority”
The SalesLevers team has been working on key account management for over two decades with organisations as diverse as two of the Big Four accountants through to £10Million process flow engineers and family run plant hire businesses. As one business-school head describes our work with CEO’s, Sales Directors and Senior Managers on their International Selling Programmes, we “consistently achieved extremely high performance ratings from attendees of the module on Strategic Account Management. The ability to position the relevance of the content to the audience ensures engagement from the outset. There is a suite of tools for use in-company which are regularly referenced by our past-participants as having been applied to great effect in their organisations.”
