August 2017
Intermediate to advanced
248 pages
5h 59m
English
Content preview from Malcolm McDonald on Key Account Management
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KAM is more likely to flourish under an enquiring type of leader (eg who asks ‘what’s the problem, how do we know that, what can we do?’), rather than one who dictates a solution based on past experience.
Guesalaga et al (2016: 15)
So, when considering how many really key accounts we have, perhaps the answer is – how many can the board sponsor? If the board ever loses interest in KAM, or feels overwhelmed or bored by it, the internecine problems between departments delivering services to key accounts could re-emerge. That would increase costs to serve and increase the risk of competitors spotting an opportunity to make a move on your key accounts.
In the Cranfield report (Guesalaga et al, 2016), practitioners have also mentioned a number ...
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