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.
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