We can be very proud of having a key account management (KAM) programme in place, but:
The key account manager role is very different from that of a traditional salesperson, and increasingly many key account managers or key client managers do not come from a typical sales background.
The greatest potential of using key account management (KAM) as a strategic approach for growing a supplier’s business, rests on the capability to develop long-term relationships with customers. The continuity of a supplier-customer relationship usually comes with such positive outcomes as revenue growth, increased profitability, greater market knowledge and new business opportunities, amongst other benefits.
As key account management has evolved over the last twenty years it has moved from a focus on what the supplier wanted to achieve with a key account to really understanding what the customer is trying to achieve over the next three to five years, and then building supplier strategies that will support the customer achieving their goals and aspirations.