5 Requirements to make a Successful KAM shift

30 October, 2018

How does an organisation make the shift from tactical selling to strategic account management? Where do you start?

 

Making the KAM shift is a complex problem with no simple answer but here are some 'must-knows' when considering your strategy.

 

5 Requirements to Make a Successful KAM Shift:

 

  1.  Be confident that traditional sales reps can make the transition

This can and has been done. However, sales reps must accept that transitioning to key account management requires fundamental changes to individuals’ behaviors and to the culture and processes within the organisation. 

 

 

  1.  There is no 'one fits all' solution

Every organisation is different and sometimes every business unit within that organisation is different. When looking for a customer engagement solution the levels and types of competency within the teams & the business must be considered. This means identification of where to start the transition process is paramount and often requires expert help.

 

 

  1. Identify strengths & weaknesses within the team

The team must be put under the microscope to make an honest assessment of their current skill status. These skills must then be compared to what expectations the organisation has in the context of the KAM role definition, the selling process and competency model. 

 

 

  1. Organisations must lose the product selling mindset

An attitude shift towards 'How we can add value' is paramount to a KAM team's success. The C-suite has evolved and to gain access, the KAM must be offering more than a pill. 

 

 

  1. Organisations must understand how the KAM model impacts other business services

For a KAM team to function effectively they must work in union with their supporting units. For example, marketing is a key player. The marketing strategy must be aligned to support the KAM in the new customer engagement paradigm. Where value beyond the pill is only one of the complex issues the C-suite now faces, marketing must produce materials that, for example, actively deals with the management of patient journeys. Good KAM models and processes will also impact on HR, Legal & Operations.

 

 

Has your organisation taken these requirements into the KAM equation?

 

If not, we are here to help you!

 

 

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