Ask organisations to list the essential ingredients of a Key Account implementation and Key Account Plans will always feature on the list as an imperative part of Key Account Management (KAM).
Perhaps one of the biggest issues to rise to prominence in the opening years of the 21st Century has been ‘sustainability’. The growing concern with the environment, in particular the possibility of climate change through global warming, has led to a focus on how human and economic activity has the potential to adversely impact the long-term sustainability of the planet.
Planning for success can be daunting for organisations that recognise they need to focus on managing a portfolio of fewer (but larger and more powerful) strategic customers. Today, having a strong KAM capability is essential – and yet many organisations get the basics wrong, failing to achieve the results they planned for.
There has been much discussion recently about the challenges of operating in what some have called a ‘VUCA’ world. VUCA is the acronym for Volatile, Uncertain, Complex and Ambiguous – the four elements that have become the hallmarks of today’s business environment.
Failure happens. For a myriad different reasons, things go wrong. And at an organisational level, the consequences will range from embarrassing to catastrophic. It is, simply, unrealistic to expect things never to go wrong.
For the past 25 years, we marketers have been cheerleaders for own demise. We bemoan our lack of influence at the Board and attribute it to not speaking the language of the Board, that is, short term financial measures. We say that we are unworthy of leadership roles because we are unaccountable, the Department of Spending. Naturally, other functional groups are only too happy to oblige us and further reduce our ability to lead strategic development.