This is essential to secure the budget, staff, and technology that enables key account managers to deliver on customer needs. Executive or C-level sponsorship is a must.
Too often, cross-functional groups are unaware of the selected accounts or unwilling or unable to support these customers’ needs.
How broad and deep are your connections with the customer? Across functions, levels, business units, and geographies? Are you sharing insights that would help them achieve their goals so that you can start new conversations?
Successful KAM managers' competencies, skills, and personal traits are quite different than those for a similar sales role. Do you know the competency and abilities profile you need?
I don’t change your sales approach.
I help you connect the sales process to a KAM business model centered around the customer and value creation.
Recent client engagements
Enterprise IT services firm ($350M) – Retained by President to address execution challenges with key account program; recommended changes led to a 16% increase in cross-selling revenues and a 2.5x increase in qualified opportunities.
Industrial Automation firm ($500M) – Developed a strategic account program with six customers that led to an average 3.5x higher growth rate than the company average and expanded senior-level relationships within 18 months.
Design-Build Construction firm ($900M) – Advisor to Group President on initiatives to improve senior-level engagement and pipeline growth with top eight accounts; Coached three Division leaders to overcome sales engagement challenges.