Let's look at the main differences:
KAM vs. Account Manager
Although the functions of employees in these positions may seem similar, the roles of key account manager and manager are fundamentally different and even have different status in the career hierarchy.
A regular manager works with both existing and prospective clients. KAM interacts only with a narrow circle of the most important, key people. That is why KAM's responsibility for the company's success is much higher, because its results have a direct impact on the company's future.
Working with key clients is not qatar phone data just a tactic, but a comprehensive business development strategy that is based on building strong relationships with the most valuable customers. Regular work with clients is more like a conveyor belt: managers do not have a priority in service, they work according to a template, redirecting customers to other departments if a solution to issues outside their competence is required.
It turns out that the task of an ordinary manager is to satisfy the needs of a wide range of clients as fully as possible. While KAM works with a small group that has special value for the company.
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KAM vs Sales Manager
The essence of the work of a sales manager and a key account manager is the same: it is important for both to understand the needs of clients, build strong relationships with them, prevent them from leaving and, as a result, close deals.
The main difference between them is the scale of work. While a sales manager works with a large number of clients, focusing on attracting new buyers, a key account manager manages a small pool of key clients, building long-term partnerships.
KAM vs Sales Manager
Source: shutterstock.com
The first one strives to attract as many new clients as possible, not always thinking about long-term prospects, while the second one builds a long-term interaction strategy, striving not only to preserve, but also to increase the “harvest” – the profit that its customers bring.
While a key account manager works with a couple of partners, a regular salesperson has 10 to 25 counterparties in his or her area of focus. Due to such a number of clients, quality may suffer, because the range of responsibilities is wide:
customer relationship management - resolving disputes, processing requests and complaints;
sales and marketing - introducing new products, developing advertising campaigns, increasing brand awareness through quality service;
work with contracts - preparation, conclusion and control of execution;
activities related to the client base;
support - constant communication, assistance in solving emerging issues.
Naturally, the number of sales managers in the company will exceed the number of those who work with key clients. After all, there are significantly more "regular" clients than VIP partners. It is important to note that an ordinary sales manager can grow to the position of KAM, demonstrating high performance in maintaining the base and engaging new people.
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Alexander Kuleshov
Alexander Kuleshov
General Director of Sales Generator LLC
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