Strategic Account Management

 

A major problem for Key Account Managers with existing customers is the difficulty of business development, as well as the way and purpose of relationship management.

The most common mistakes seen on relationship management:

  • They believe their sole duty is to maintain good human relations with the partners
  • Contact is more frequent with preferred customers
  • Contact is only kept with one person at each customer
  • They are not familiar with the roles of the decision-making process
  • They do not know the relationship of roles to the KAM’s company and services
  • They do not know who can influence decisions
  • In general, they are not familiar with competitors’ positions occupied with the client
  • They are mostly reactive in responding to emerging business opportunities
  • Deepening the business contact is not conscious on their part
  • They are often lost in managing day-to-day operational affairs
  • They do not know what to use to set up a customer priority, and what it means in day-to-day work
  • If a setback is experienced, they notice it too late, and use the price as an explanation

Causes

Certainly, these frequent mistakes are not a result of KAMs not wanting to operate more efficiently. The reasons are more likely to be rooted in the fact that they are not provided instruments and an attitude that would assist them in business development with customers.

On developing Develor’s Strategic Account Management process, the instruments and processes helping the sales staff with more efficient customer management and conscious business development are formulated in cooperation with the customer. Customer categorisation is worked out together with the customer and the sales staff.

Conscious customer relationship management

We define the goals and the type of relationship management in each client category. If it is realistic, activities are also defined to be subject to the specific contracting period.

Conscious business development

Customer analysis sheets are also developed in cooperation with the client, and help explore our position with each customer and our deficiencies in information. The use of these facilitates specific goals and activities customised to each client.

KAMs evaluate their key clients using criteria set up together. Customised action plans are produced in possession of or, on the contrary, in the absence of information.

Benefits

                Conscious customer management

                Improving business opportunities

                More accurate information of customers

                Improved opportunities for management analysis and monitoring

                More efficient KAM team

                Better opportunities for management support

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