Università della Svizzera Italiana, Lugano 6th June 2017 What big and small businesses can learn from each other about effective KAM Università della Svizzera Italiana, Lugano 6th June 2017 Professionalising Key Account Management

On a mission to professionalise key account management with the whole KAM community A4KAM.org Making connections Networking and learning events Collecting and sharing support material Developing and promoting qualifications Offering reference hub A4KAM.org A4KAM.org A4KAM.org A4KAM.org

Agenda 9.00 Morning coffee 9.30 Welcome and agenda Dr Diana Woodburn, AKAM Chairman 9.45 Key account managers in large and small businesses. Professor Ivan Snehota, Università della Svizzera Italiana, Lugano Group discussion 11.30 Think big and act small: is this adage even valid for KAM in big vs small companies?  Armelle Dupont Daupeyroux, ex KAM Programme Manager, Sidel Group discussion  12.30 Lunch 13.30 Feedback on group discussions of Think big and act small 14.00 Capturing the value of industrial services for manufacturers’ customers. Dr Nima Hierati, Queen Mary’s University, London 14.45 AKAM news and developments Richard Ilsley, AKAM Board & SMCG 15.30 Account management in a small/mid-sized engineering company. Paolo Moscatelli, Sales Manager, Loccioni Group, Italy 16.45 Close

KAM definition A supplier-led process of inter-organisational collaboration that creates value for both supplier and strategically important customers by offering individually tailored propositions designed to secure long-term profitable business through the co-ordinated deployment of multi-functional capabilities Woodburn & Wilson Handbook of Strategic Account Management, 2013

What characteristics enable KAM in companies? Market positon Resources Customer (not sales) oriented culture Empowered delegation Functional integration Open information sharing Excellent internal communications Agility and flexibility Prompt decision-making on new ideas Board recognition of individual key customers Customer contact at top level of company

Customer’s key supplier strategies High Account’s spend Security Strategic Market risk Streamline Leverage Low Low High Purchase volume

KAM definition