Implementing KAM: 1

21st September 2018 |   Javier Marcos, Mark Davies, Rodrigo Guesalaga & Sue Holt

Here we explore designing customer-centric processes for mutual growth.

More than three decades of research and managerial practice have informed the development of a solid knowledge base for defining and planning key account management (KAM). Executives attending our KAM training programmes and commissioning consulting interventions tell us time and time again that the crucial challenge is the implementation of KAM.

Sadly, we know less about the factors that lead to effective or ineffective implementation of KAM programmes than we know about the planning and definition of KAM. Thus, two years ago, we embarked on a project to locate, synthesise and integrate in a practical, yet rigorous way, the processes and factors that underpin the successful implementation of customer-centric processes for value creation, ie KAM. The results of that project were recently published in a book titled Implementing Key Account Management.

+ posts

Javier Marcos is the Director of Learning for Performance, a boutique sales training firm. He is a Visiting Fellow of Cranfield School of Management and a member of the board of Trustees of the Association of Professional Sales (APS).

Mark Davies is the Managing Director of Segment Pulse Limited and a Cranfield University Visiting Fellow, where he has co-directed the KAM Best Practice Club for ten years.

Rodrigo Guesalaga is a Senior Lecturer at the School of Management at Cranfield University, and leads the Key Account Management and Strategic Sales Forum.

Sue Holt is an independent educator and consultant, a Visiting Fellow at Cranfield School of Management, and a Visiting Professor at IESEG School of Management.