![Key Account Management,[object Object],Aristoteles Kabarganos,,[object Object],Managing Partner,[object Object],Ariston Group Performance Consulting,[object Object],www.aristongroup.de,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-1-2048.jpg?cb=1666166869)
![What is Key Account Management?,[object Object],[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-2-2048.jpg?cb=1666166869)
![KAM needs a customer-focused organisation,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-8-2048.jpg?cb=1666166869)
![Why do companies implement KAM?,[object Object],[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-9-2048.jpg?cb=1666166869)
![Win-winGoal: win-win-win,[object Object],Integrated,[object Object],Interdependent,[object Object],Strategic intent of seller,[object Object],Cooperative,[object Object],Basic,[object Object],Exploratory,[object Object],Strategic intent of buyer,[object Object],Firm,[object Object],Partners,[object Object],End-,[object Object],Users,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-11-2048.jpg?cb=1666166869)
![The Buyers’ View of Sellers (78%),[object Object],Unreliable,[object Object],Devious,[object Object],Opinionated,[object Object],Arrogant,[object Object],Poor Listeners,[object Object],Big Talkers,[object Object],The enemy,[object Object],Untrustworthy,[object Object],Pushy,[object Object],Aggressive,[object Object],Manipulative,[object Object],Only 18% saw the salesperson in positive terms,[object Object],Source: Negotiation Resource International ‘Buyer Behaviors’ 2001,[object Object],(2000 purchasers over 2 years),[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-12-2048.jpg?cb=1666166869)
![What is important to customers?,[object Object],22%,[object Object],39%,[object Object],21%,[object Object],18%,[object Object],Source: The Chally Group 2006,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-13-2048.jpg?cb=1666166869)
![What do customers want?,[object Object],Substantiated value,[object Object],Total Solutions, not products and services,[object Object],Outsource everything except their own core competencies,[object Object],Source: The Chally Group 2006,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-14-2048.jpg?cb=1666166869)
![Some KAM skills from the customers point of view ,[object Object],59%,[object Object],24%,[object Object],21%,[object Object],19%,[object Object],10%,[object Object],9%,[object Object],6%,[object Object],Source: The Chally Group 2006,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-15-2048.jpg?cb=1666166869)
![Creating closer relationships with supply and demand chain partners (1),[object Object],DIRECTORS,[object Object],DIRECTORS,[object Object],From,[object Object],Marketing,[object Object],Marketing,[object Object],Operations,[object Object],Operations,[object Object],Information,[object Object],Systems,[object Object],Information,[object Object],Systems,[object Object],Sales,[object Object],Purchasing,[object Object],Supplier,[object Object],Customer,[object Object],Adopted from Professor Malcolm McDonald, Cranfield School of Management,[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-16-2048.jpg?cb=1666166869)
![[object Object]](https://image.slidesharecdn.com/accountmanagementfrkickoffmeeting-12627707392736-phpapp01/75/key-account-management-17-2048.jpg?cb=1666166869)
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Key Account Management
- 3. KAM is fashionable but also difficult
- 4. KAM can develop beyond partnership to more synergies
- 5. There are mismatches between suppliers and customers
- 6. KAM does reduce costs and improve quality
- 7. A key account manager needs a comprehensive skill-set
- 10. Loose-win
- 18. Driven by price, success measured by price
- 19. Probably multi-sourcing
- 20. Easy to exit
- 21. Single point of contact
- 22. Business relationship only
- 23. Very little information sharing
- 24. Reactive rather than proactive
- 25. Probably low common interest
- 26. Organization suits selling company
- 27. Reward structure of KAMgrsparamount
- 28. Small chance of growing business
- 32. Principal or sole supplier
- 33. Exit more difficult
- 34. Larger number of multi-functional contacts
- 35. Developing social relationships
- 36. High volume of dialogue
- 37. Streamlined processes
- 38. High level of information exchange, some sensitive
- 39. Better understanding of customer
- 40. Development of trust
- 41. Pro-active rather than reactive
- 42. Prepared to invest in relationship
- 43. Wider range of joint and innovative activity
- 44. Joint strategic planning, focus on the future