Outputs of discussions What big and small companies can learn from each other about successful KAM USI, Lugano, Switzerland, 6th June 2017 Outputs of discussions Improving practice through collaboration

Professor Ivan Snehota, USI Account management tasks roles and skills How does it differ in large and small companies? Professor Ivan Snehota, USI

Q1 Does size matter? Is size the main dimension? Appropriate for any organisation For smaller, happens more automatically. Larger organisations need more discipline and the structure to make it happen. Depends on customer type, more important dimension Q2 Standardizing the role (and solutions) within and across different businesses? (Example of ABB Group GAM and Company GAM) Standardisation depends on the stages of KAM. Processes and systems - how much? when? - versus flexibility Example reporting line: Sales VP? Sales VP to CEO?

Q3 How to handle ‘task specificity’? Key account manager level Job description Process Objectives/incentives. Segmentation of roles. Account planning KAM project/programme management level. Change management. Leadership Data/analytics. Customer advocacy. Communication/influencing/flexibility

Q4. How to develop the skills? Recruit the necessary skills (e.g. procurement, project management… not sales!) Mentoring/coaching Best practice sharing. Communication/influencing. Get exposure and learn on the job – but mitigate the risk

Professor Ivan Snehota, USI Account management tasks roles and skills How does it differ in large and small companies? Professor Ivan Snehota, USI

Q1 Self diagnostic for big and small businesses? Top level sponsorship? Is commitment and value understood? Is there a willingness to invest? Are we able to take the long view? Capacity/capability? Does this support our strategy? Do our customers want this?

Q2 Examples of small actions for big and small businesses KAM programme Country level workshop on customer segmentation Board of Management KAM workshop Key Account Manager and Key Account team Differentiated service packages. Mapping of the KA team with the account. Sharing KA plans across Key Account Managers

Q2 Examples of small actions for big and small businesses … Q2 Examples of small actions for big and small businesses ….. but can be strategic Define small and big. Define what is 'attractive'– where to spend the effort. Reallocate 'best' resources to most attractive accounts. Deselection – what happens to the Key Account Managers and customers? KAM scorecard? Ask what do local Key Account Managers think?