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How to identify key accounts - a guide

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Your biggest customers are not your best customers. Often they’re your worst. Low margins, customisation, and always reminding you how important they are. When they say “jump”, you say “how high?” So if your biggest customers are not your best, then who are? To identify key accounts with true growth potential, you must dig deeper. Why large accounts are not key accounts Key accounts are your most valuable customers, and requently volume customers. For many B2B companies, their largest customers represent 30% to 50% of total revenue and margin.Losing them would be a significant blow. But size only paints a picture of where your customer is today . Things change. What about the opportunities for tomorrow ? Which customers can deliver an above-average revenue growth? which may want to invest in your partnership; Whcih will createvalue  in ways that neither of you could do alone. We’re not just searching for your biggest, but your best customers who’ll generate ...
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How to Succeed at Key Account Management Fhhhhhhhhhhhrom HBR   Key account management (KAM) is one of the most important changes in selling that has emerged during the past two decades. KAM is a radically different organizational process used by business-to-business suppliers to manage their relationships with strategically-important customers, and it produces measurable business benefits.   Not surprisingly, smart suppliers are keen to implement KAM. But, sadly, many KAM implementations fail and are abandoned. In other cases, suppliers find that they have to make big changes to the KAM programs to get them to function.   The good news is that many of these failures are unnecessary. KAM is a major change, but the chances of success can be dramatically increased by following the seven steps described here:   Step One: Recognize that KAM is an organizational change, not a sales technique. KAM implementations take years, not months. The com...
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KAM Handout from KAM course from HBRhhhhhhhhhhhh

How to Succeed at Key Account Management From HBR   Key account management (KAM) is one of the most important changes in selling that has emerged during the past two decades. KAM is a radically different organizational process used by business-to-business suppliers to manage their relationships with strategically-important customers, and it produces measurable business benefits.   Not surprisingly, smart suppliers are keen to implement KAM. But, sadly, many KAM implementations fail and are abandoned. In other cases, suppliers find that they have to make big changes to the KAM programs to get them to function.   The good news is that many of these failures are unnecessary. KAM is a major change, but the chances of success can be dramatically increased by following the seven steps described here:   Step One: Recognize that KAM is an organizational change, not a sales technique. KAM implementations take years, not months. The companies which have imp...
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