Value-added KAM Testimonials for International Companies
Aurélie Van Eeckhoven, Directrice Commerciale et Marketing, ALSTOM
Eric Pasquier, Directeur Commercial France, ASCO NUMATICS
Eric Vanderlekem, Responsable Grands Comptes, MANULOC
Thierry Julia, Directeur Commercial Grands Comptes, ADISSEO
Xavier Haffreingue, Directeur Grands Comptes AIR LIQUIDE
Findings and observations
- Need for exchanges between operators in a variety of business environments, fostering the discovery of a wide variety of situations, which can also balance a sense of "loneliness" in the absence of benchmarks and standards on an emerging profession.
- Need for a confrontation of ideas in balanced discussions allowing the learning of new know-how and the enrichment of the points of view and of effective practices.
- Recognition that the professionalization of a function like that of KAM (and the global approach of Key Account Management that goes with it) is extremely complex and takes time: that having often been improvised it is not a fatality: structured ramping-up processes exist, even with limited means !
- The development of the KAM function has only just begun, as Hubert Faucher, Professor at ESSEC and co-organizer of the symposium, recalls in his book "Key Account Manager: Vendeur ou Chef d’Orchestre?” (KAWA Publishing,2015). Much remains to be done, both in training and consulting and especially, somewhat in between, in networking events such as the Key Account ManagementSymposium.
- This function requires highly sought-after profiles, whose identification is one of the most delicate tasks of a recruitment department. « It takes ample time to shape-up a KAM" recalls Frédéric Vendeuvre, co-founder of the HALIFAX firm and co-organizer of the symposium. Such an individual has to combine those simultaneous talents of a Strategist, a Manager and a Leader, coordinating project teams at the service of client structures in all their differences and diversities.