KAM Case Studies
A Robust and Well-Tested Approach
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This is without doubt one of Harrison's strongest area of expertise. Highly customised programs have been installed for a wide variety of clients in many sectors, with excellent results. You will find Clients named below.
There is no such thing as a standardised approach, but the flow shown on the left is a typical “blended” solution, offering a cost-effective mix of direct facilitation, on-line support and real workplace assignments. |
Project methods are likely to include some or all of the following activities:
- management audit to benchmark current account management methods and skills
- confidential trade surveys where necessary
- specific skill development programs for consultative selling, finance and negotiation
- brainstorming sessions for the design and ownership of formats and templates
- practice sessions, involving real customers if possible
- parallel programs to test and install documentation with real-life assignments
The diagram above illustrates a three-workshop design, which has been outstandingly successful in FMCG, hardware, energy and resources, electrical, chemicals and a wide range of service businesses. The three steps are sometimes delivered as stand-alone modules, but more commonly as an integrated program linked by bridge assignments, covering:
- account management and planning
- consultative selling
- finance and negotiation
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We make use of robust systems for needs analysis and competency scoping, such as the on-line tool shown at the left, and we develop highly customised planning sheets, such as the A3 sized version shown at the end of this section.
Throughout the process, we encourage the active involvement of the senior management group in the design, testing and installation of planning formats and systems, which quickly become an accepted part of the company culture. |
Particular Case 1: Channel Management in Grocery (FMCG)
We have tried and tested our robust approach with a large sample of class-leading Grocery Suppliers including Kellogg’s, Cadbury-Schweppes, Red Tulip, Herbert Adams-Plumrose-Simplot, Smith’s Snackfood, Gillette, Mars, Ardmona, Bowater, Nabisco, Cottee’s, CUB, United Biscuits, SPC, and more!
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In an ideal world, the National Retail Sales Strategy takes its lead from the overall business strategy and marketing plan. Brand Strategy and Category Development Plans need to be translated into meaningful KPIs and Trade Standards for the productive performance management of the field sales force and channel partners. The result? Visual Impact at Point of Sale (or "VIPS"), resulting in profit and return on investment for the Retailer, and healthy sell-through for the Supplier. |
Best practice consumer goods marketers set clear guidelines in terms of range, distribution coverage and trade standards; and do all of this by channel or outlet type. Many food companies prepare CGI or photographic mockups of shelf layouts (or PlanOgrams), with their preferred positions in the Retailer's shelf assortment.
In this context, the role of the field sales force really becomes one of implementation. Most of the segmentation, targeting and positioning is performed by Brand Management (Marketing), and is communicated to Channel Partners by the KAM team with the support of Trade Marketing resources. The role of National Sales Management embraces both account management and field service delivery. The diagram above attempts to illustrate this downward cascade of these strategic roles.
In this context, the role of the field sales force really becomes one of implementation. Most of the segmentation, targeting and positioning is performed by Brand Management (Marketing), and is communicated to Channel Partners by the KAM team with the support of Trade Marketing resources. The role of National Sales Management embraces both account management and field service delivery. The diagram above attempts to illustrate this downward cascade of these strategic roles.
Particular Case 2: End Users or "B2B" Key Accounts
In industrial markets or "End-User" Accounts, the procurement process is driven by a different set of considerations. Channel Partners are concerned with maintaining a healthy "gap" between their buying and selling prices, and by managing inventory turnover and operating expenses. End-Users in most cases are concerned with how the product or service adds value to their operation as it is used or consumed in the business. These customers may refer to concepts such as "value in use", "total cost of ownership", or "lifetime cost of ownership". Lead-times are likely to be much longer, multiple parties will be involved in the purchase decision, and highly technical discussions will be needed in many industries.
In many ways, these B2B or End-User Key Account dealings are more challenging than those with Channel Partners. There is (perhaps) more scope for a robust approach to Account Development Planning, and our templates (such as the one shown below this section) are very popular with Clients of this type. Click here to review a comprehensive checklist created to accompany such planning templates (a real Client example).
Harrison Consulting has long-standing experience of this type of Client Solution, including Exxon Chemical (16 years), Esso Lubricants (10 years), Ansell, Merck Millipore, Interface Carpets, Pernas Sime Darby, Pivot Agriculture, Bayer Malaysia, Ferro Corporation, DHL Asia Pacific, Dulux Powder Coatings, Kangan Batman TAFE, A&L Windows, Toshiba Medical and more!
In many ways, these B2B or End-User Key Account dealings are more challenging than those with Channel Partners. There is (perhaps) more scope for a robust approach to Account Development Planning, and our templates (such as the one shown below this section) are very popular with Clients of this type. Click here to review a comprehensive checklist created to accompany such planning templates (a real Client example).
Harrison Consulting has long-standing experience of this type of Client Solution, including Exxon Chemical (16 years), Esso Lubricants (10 years), Ansell, Merck Millipore, Interface Carpets, Pernas Sime Darby, Pivot Agriculture, Bayer Malaysia, Ferro Corporation, DHL Asia Pacific, Dulux Powder Coatings, Kangan Batman TAFE, A&L Windows, Toshiba Medical and more!
Page One of a Two-Page Account Development Plan
