Extensive experience with companies implementing Key Account initiatives has persuaded us that without the right corporate environment and support the initiative is likely to fail.

For this reason, we always begin our discussion with the senior management team by ensuring that the implications of moving to a key account approach are well understood and accepted.

We have identified eight areas which should be considered:

1. The Role of Key Accounts in the Corporate Strategy – the later must drive the former
2. The Expectations of the C-Suite – must be realistic and in harmony
3. The Corporate Value Proposition – must be understood and accepted by all
4. The Internal Processes and Systems – required for efficient operation
5. Leadership Roles and Responsibilities – who is responsible for what?
6. Key Account Profitability – how should we measure it?
7. Regional/Global Account Management – the strategy to manage cross boarder customers
8. The Programme Implementation – the process of change and development

The Key/Strategic Account Manager’s Scorecard presents a set of core components and their elements set out as objective statements.

These components and elements are generic and have been identified in consultation with many companies with successful account management operations.

The Account Manager is able to score him/her self against each element and so identify where additional attention should be given.

The Scorecard is inevitably generic. It is likely that an individual company will require variations and, if helpful, we can work with you to create a bespoke version for your team.