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Key Account Management,[object Object],Aristoteles Kabarganos,,[object Object],Managing Partner,[object Object],Ariston Group Performance Consulting,[object Object],www.aristongroup.de,[object Object]
What is Key Account Management?,[object Object],[object Object]
KAM is fashionable but also difficult
KAM can develop beyond partnership to more synergies
There are mismatches between suppliers and customers
KAM does reduce costs and improve quality
A key account manager needs a comprehensive skill-set
KAM needs a customer-focused organisation,[object Object]
Why do companies implement KAM?,[object Object],[object Object]
Loose-win
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]
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]
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]
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]
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]
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]
[object Object]
  Driven by price, success measured by price
  Probably multi-sourcing
  Easy to exit

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Key Account Management