One of the four underlying principles of ABM is marketing and sales working in partnership. In One-to-One ABM, this usually means that ABM-ers become part of the account team, playing a key role in crafting and executing the account plan. Cranfield University School of Management, in partnership with ITSMA, conducted research as part of an MSc thesis to understand how ABM and key account management (KAM) processes align. Who is responsible for what, and when—and how does collaboration between the two maximize chances for success.
Drawing on this academic research, hear from ITSMA’s Bev Burgess, SVP & ABM Practice Lead, and Dr. Sue Holt, Visiting Academic, Cranfield University School of Management, as they discuss findings on the relationship between ABM and KAM processes, the activities undertaken by ABM-ers and Key Account Managers (KAMgrs), respectively, and the tools and techniques that they both rely on.
Key takeaways from this briefing include:
- Better collaboration is needed to develop targeted value propositions anchored in account insight
- More work is needed to develop and track KPIs that demonstrate the value of ABM and KAM
- ABM-ers’ and KAMgrs’ incentives are not aligned—this can create misalignment where we need alignment
- Alignment is fairly good today, but there are some basics—like regular communication and clarity over roles—that need to be improved
- Overall, Key Account Managers value ABM—working with ABM-ers has a positive impact on their client relationships