Success Strategies in Channel Management Key Account Management in Collaborative Relationship Building Stages in KAM Uncoupling-KAM Key Account Management Inter-relational causes of uncoupling: Breach of Trust Cultural Mismatch Quality Problems Key Account Quiz
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Key Account Management in Collaborative Relationship Building
Key Account Management
Inter-relational causes of uncoupling:
Breach of Trust
Key Account Quiz
Analysing The Potential For Partnership/Synergy
External Causes of Uncoupling:
Changing market positions
The Evolution of Key Account Relationships
There are stages of Key Account Management that match transitions on the continuum from transactional relationships to collaborative relationships. This is called the Key Account Relational Development Model. It is possible to assess the position of supplier organisations at various stages of key account development, analyse managerial behaviour, and gain insights into the changing profile of skills necessary as relationships mature.Customer Power
Some buying organisations are driven by short-term demands for low prices, particularly in difficult economic circumstances, such as recessions.
The emphasis switches from product excellence to social integration at the Mid-KAM stage. Everyone in the supplier organisation will be expected to know the names of key accounts and understand their importance to the organisation, and the service that must be given. The buying organisation will now know the people in the wider key account team as well, and some senior managers.Early-KAM
At the Mid-KAM stage, the supplier organisation has established credibility with the buying organisation, a degree of trust has been established.
When Partnership-KAM is reached, the supplier organisation is seen by the buying organisation organization as a strategic external resource. The two organisations will be sharing sensitive information, and engaging in joint problem resolution. Pricing will be long term and stable, perhaps fixed, but it will have been established that each side will allow the other to make a profit!Mid-KAM
There will be a joint business plan, joint strategies, joint market research. Information flow should be streamlined, and information systems integration will be planned or in place. Transaction costs will be reduced and time will be taken out of work cycles. Billing will be bespoke to that buying organisation.
There is widespread understanding in the organisation that Key Account Management is strategically right, and the determination exists at the highest level of the organisation to stick with it for the long term.Synergistic-KAM
Key accounts have dedicated teams, or at least there is a wide understanding within the organisation of who the key accounts are and how they are to be treated.
Patience and persistence are highly valued as well as dynamism, as sometimes it takes years to develop key accounts to synergistic levels.
High status is attributed to key account managers, so that they have the incentive to stay and thus develop the account. Importance is also attributed to what other professionals achieve for key accounts.
These factors are discussed in more detail in later sections.Synergistic-KAM
Buying organisations do not like shocks from selling organisations. The best approach for a supplier organisation about to miss a deadline, delivery or any other sort of routine obligation, is to let the customer know in advance.
A breach of trust is often rooted in a lack of communication.
Exhaustion/lack of persistence
Supplier organisations may lose accounts through neglect. From time to time, key account activity needs revitalization. The longer a business relationship continues, the more difficult it is to sustain a high level of attention to its progress. Complacency and frustration can creep in, and partnership becomes a debased word.Breach of Trust
National and regional cultures can create difficulties in doing business. Organisations quite often struggle to find people with the skills to deal with differences across international boundaries.
Another manifestation of cultural mismatch is the fear of denigration of brand values.Cultural Mismatch
If a buying organisation suffers a dramatic loss of market share, Key Account Management benefits do not seem so cost effective to the selling organisation. Certainly, the buying organisation that loses market share will no longer enjoy access to the top key account managers. They are very status conscious about their customers and would not want to stay on an account whose market share had shrunk.
Some account relationships falter or are terminated when either party experiences financial problems.External Causes of Uncoupling
Know your organisation\'s proportion of customer spend?
Know their financial health (ratios, etc.)?
Know their strategic plan?
Know their business process (logistics, purchasing, manufacturing, etc.)?
Know their key customers/segments/value offers?
Know which of your competitors they use, why and how they rate you?
Know what they value/need from their suppliers?
Allocate attributable (interface) costs to accounts/customer groups?
Know the real profitability of the top ten and bottom ten accounts/ customer groups?
Know how long it takes to make a profit on a major new customer? Key Account Quiz