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  • Dr. Olivier Riviere
    Dr. Olivier Riviere    Premium Member
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    GAM Reloaded #6: Core processes for a solid KAM/GAM Programme
    The 6th post of the GAM Reloaded series explores the key steps and core processes for designing and implementing a good KAM/GAM programme. The concepts are especially well adapted to international SMBs with a few hundreds to a few thousand employees and selling high-added value solutions and services.

    Direct link to the blog post: http://www.olivierriviere-consulting.com/archives/1958

    Full text below (simple formating)

    This is the sixth post of our GAM Reloaded™, series

    Post 1: Introducing GAM Reloaded
    Post 2: Typology of International Clients
    Post 3: Strategic options on International Accounts
    Post 4: Securing support for the program
    Post 5: Client segmentation , a pre-requisite to successful KAM/GAM

    In this 6th post we explore which core processes are required to put in place a solid KAM/GAM Programme.


    A MODERN AND AGILE PROGRAMME, NO BUREAUCRACY

    Whatever the size of the company, a modern and agile KAM/GAM programme must elaborate on shared client management practice, not replace them. As much as possible, core processes used to manage the programme and operations with Key Ac accounts must be an extension of processes – and behaviours – used consistently with all Accounts across the company. This allows the Key Account programme to become more easily embedded into the company’s business model and daily life.

    Although the above sounds obvious, the reality is most often quite different. Traditional KAM/GAM methodologies have been created in the 70s or 80s for large industrial companies. They tend to be quite heavy on processes and their implementation is often quite bureaucratic. Today’s social environment and the specifics of international SMBs require a more agile approach. Of course, some systematic way to operate must be preserved but with enough flexibility and room for individual initiative.


    GENERAL OVERVIEW OF CORE PROCESSES

    Here is a comprehensive list of elements to consider when designing and implementing a KAM programme and of the associated core processes.

    This check list is more or less presented in a chronological order. However, in real life there are many interactions and feedback loops between all these elements.

    Preliminary audit and KA/GA strategy definition
    • Client base analysis and link with the overall strategy (posts 1, 2 and 3)
    • Client segmentation and selection of Key/Global Accounts (see post 5)

    Setting the general programme infrastructure
    • Selecting a programme director and a C-level programme sponsor
    • Securing support across the organisation (post 4)
    • General goal setting and design of monitoring tools (dashboards)
    • Assessment of required adaptations to the HR and management system

    Building Account teams
    • Identifying Account Leads and Teams
    • Assessing skills and planning development programme

    Account Planning
    • Building Account Plans
    • Setting goals at account level

    Building the operational system
    • Account plans and associated tools
    • Account team management processes and tools
    • Communication processes with the client
    • Internal communication processes
    • Controlling and monitoring processes

    Making the programme work (run in parallel)
    • Securing support from senior management
    • Securing support from the whole organization
    • Training, coaching and mentoring
    • Change management


    ADAPT THE PROGRAMME TO YOUR BUSINESS, CULTURE AND SIZE

    To a relatively small company the above check list may seem intimidating. However, business leaders and managers willing to boost the performance of their company thanks to a KAM/GAM programme should not be impressed by it. Although each of the above listed elements should be considered, the amount of time and resources invested into each of them can always be adapted to the company’s size, culture and context. An industrial company with 5.000 employees selling complex metallic parts across the world will not design and implement a GAM programme like a global Digital Marketing or Public Relations Agency.

    As a rule of thumb, the more complex the interaction between the client and the vendor and the higher the number of people involved, the more the processes and tools must be well defined and managed, and the more critical the human aspects.


    CONSISTENCY MATTERS THE MOST

    What makes a company successful with a KAM/GAM programme? Coherency and consistency. The programme must fit with the overall strategy, be supported by senior management, and add value without being perceived as an additional burden and a space of confrontation between the headquarters and the countries.

    Creating and maintaining these conditions is where the Art of the manager (and of the external consultant) makes the difference. The theory on KAM/GAM is always simple and “obvious”, making it happen is another matter. This makes working on such programmes so exciting.
    • 04 Dec 2011, 5:47 pm