1. 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

2. 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

3. 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

4. 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

5. 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

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

7. KAM definition