Key Accounts Management Cener

8/6/2019 Key Accounts Management Cener

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Key Account Management

Key Account Management Key Account Management



Key Account ManagementStrategic focusStrategic focus

• Key account management is a strategic businessapproach with the objective of ensuring long-termand sustainable business development throughprofitable partnerships with strategically important

customers

• Key account management is not an isolatedbusiness process. It is an intregrative element of the

business strategy.

• Successful KAM requires the development of an

organisational culture that facilitates both radicalinnovation and cross-functional working relationship



Key Account ManagementStrategicStrategic

implicationsimplications

• KAM as core to business: For KAM to be able to deploy

its full potential and benefits, it is crucial that it bepositioned in the organisation as a core to the business.Full commitment and involvement of the CEO and topmanagement are key to success

• Capacity building: Developing internal capabilities andcapacity in terms of knowledge, structures, systemsand tools is a requirement for long-term success



Key Account ManagementGettingGetting

organised organised

• Key account managers act as the corporate

principal points of contact for key customers. Theyrepresent their company to their accounts, andbear the responsibility of representing thoseaccounts within their own company. The WIN-WINapproach they are to apply determines how thesupplier can help the customer grow its business

and grow the business of the buyer in return.

• KAM must be positioned and empowered to be ableto integrate different internal resources located indifferent divisions, departments, or evensubsidiaries to serve the key customers.



Key Account ManagementIntegrativeIntegrative

management management



Key Account ManagementThe leading role of the CEOThe leading role of the CEO

HR, ITOthers Finance

Operations

Marketing & Sales

CEOCEO

Operating as a team of interdependant strategic business units or



Key Account ManagementCommitment of TopCommitment of Top

Management Management

Success requires integration and alignment of key building

OperationalExcellence

Customer-FocusedStrategy

Customer-FocusedOrganization



Key Account ManagementCustomer serviceCustomer service

issuesissues

Organization’s

understanding of

expectations

Market

Information Gap

Organization’s servicespecifications

Service

standards Gap

Organization’s

service performance

Service

performance Gap

Communication

Gap

Organization’s

communications to

customers

Communication

Gap

Customer

Customers’ service

expectations

Customers’ serviceperception

Service Quality

Gap

C t S i I t P t ti l G t M it d B id




• Why do they even exist?• Where do they add value for

customers?

• Which of my customers are of mostinterest to them?

• What is their cost base and liquidity?• Are they less exposed with their

suppliers than we are?• What do they intend to do in the

future?• How will their activity affect mystrategies?

• How much better than them do wehave to be to win their customers?

• Are there any new competitors ornew ways of doing things which will

appear in the next few years?• If I were a customer would I choosemy product over those offered bycompetitors?

Systems and proces

Knowledge management Knowledge management

Inform

at io

nabou

tcompe ti

tors

Information needsInformation needs BIS requirementsBIS requirements




• How many• Large/medium/small• Existing/new/potential/lost

• Their perceptions• Their needs• Growth potential• Principal strengths and weaknesses• Their own business development

challenges• Their competitors• Their key personnel (decision-makers or

influencers) and decision makingprocess

• Our image/competitors’ image• Their attitudes to our products or

services• New requirements

• Our performance rating across allaspects of our product/service offering

Systems and proces

Knowledge management Knowledge management

Informat io

nabo

utcustom

ers

Information needsInformation needs BIS requirementsBIS requirements



Key Account ManagementInformation SystemsInformation Systems

ManagementInformationsystems

Customers

Performance

ImprovementMeasurement

systems

Communicationssystems

OperationalSystems

KAM support systems and processesKAM support systems and processes




•Ensuring that the changes planned and expected do notturn out to be disruptive.

•Ensuring a more precise assessment of current andprospective strengths, weaknesses and needs in each ateach link.

•Identifying and overcoming internal barriers that prevent

quality support

•Ensuring all support functions play a key role in servicingmajor accounts

•Giving employees empowerment to create the time, space

and systems and take actions vital for customer satisfaction

Reforming for Reforming for

successsuccess



Key Account ManagementOrganisationOrganisation

CongruenceCongruence

Assuring Congruence

Aligning Vision, Strategy, Structure, People, Systems and Processes

DurableDurable

SUCCESSSUCCESS

VISION VISION

StructureStructure

SystemsSystems

ProcessesProcesses

Win-WinWin-Win

BenefitsBenefits

Strategy Strategy

T h e C

h a n g

e E q u

a t i o n

T h e C

h a n g

e E q u

a t i o n

T h e P

a t h w a

y t o S

u c c e s s

T h e P

a t h w a

y t o S

u c c e s s




The Organisation will be a

market-driven,

customer-oriented,

profitable organization that

supports social and economic growth by providing

reliable and efficient processing of information,

financial transactions and goods to meet the changing

needs of customers.

A Shared VisionA Shared Vision

The ultimate Challenge

Aligning Vision, Strategy, Structure, People, Systems and Processes



Key Account ManagementDelivering on promiseDelivering on promise

Customer service charter

• We willWe will

- provide high-quality, secure and reliable services.

- publish clear performance standards, monitorperformance regularly against the standards, and publishthe results.

- publish clear and up-to-date information about ourservices.

- provide customer contact points where you canmake enquiries and complaints, and seekcompensation.

- respond professionally, courteously and promptlyin all our dealings with you.

- monitor how satisfied you are with our services,

and we will constantly seek improvements in allareas, to meet your needs.

Making promises that the organisation will keepReliability is one of the keys to any good relationships and KAM is no exception



Key Account ManagementUniversal Postal Union

The company’s assets andcompetences are notnecessarily strengths orweaknesses inthemselves but become

so in the way they meetthe customer criticalsuccess factors. Theyshould regularly be

assessed and upgrated tothis end.

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Key Accounts Management Cener