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Do you know how the top keyaccountmanagers (KAMs) become the top KAMs? They don’t just respond to an account’s needs—they anticipate them, creating proactive strategies that build trust and deepen relationships. Yet many companies overlook the potential within their existing client base.
They don't need anything As a keyaccountmanager, if you've done your job right, there's no reason for them to keep in touch. When everything runs smoothly, your client can concentrate on things that aren't working. ClientRelationship Building. And if they don't, at least you know where things stand.
Protectionism – Some fee-earners could be insecure and defensive about sharing client information and relationships. The culture and rewards systems sometimes worked against integrated client teams. Data – CRM (ClientRelationshipManagement) and CDP (Client Data Platforms) are often lacking.
There was advice for pragmatic solutions: from starting small (focus on a few keyrelationships, concentrate on “field of play”, KeyAccountManagement (KAM) programmes), preparing relationship maps, scraping data from email threads and reverse engineering successful relationships.
Emotional empathy makes someone well-attuned to another person’s inner emotional world, a plus in any of a wide range of callings, from sales to nursing empathic concern – With this kind of empathy we not only understand a person’s predicament and feel with them, but are spontaneously moved to help, if needed.
And it is hard to argue with evidence of client sentiment or competitor action. It was interesting to learn how Business Development Executives work with managingclientrelationships”.
There’s information about Howard Gardener’ multiple intelligences and emotionalintelligence. Topics include: Professional and Practical skills for Marketing & BD Assistants, The Proactive Marketing Executive and Future Marketing Manager. So I’m confident you could skip some of this material if necessary.
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