Working with VIP clients is always a high responsibility. Mistakes in this area are very expensive: the company loses money and market positions. It is important to remember that KAM works with people who have power, resources and influence. Therefore, an individual approach is simply necessary here. Given these factors, special requirements are imposed on the key account manager. He must quickly achieve a high level of professionalism and be able to act outside the box.
Each new VIP client or opinion leader is like a new project, where we initially know little about the needs and characteristics of the partner. Therefore, it is important to establish close interaction with the KAM and together with him clearly define the goals of the project, develop a detailed action plan.
As your relationship with a VIP teacher database or influencer develops, you should gradually give the specialist more autonomy. Continue to discuss tasks, goals, and budgets with them, but allow them to make decisions within the agreed boundaries.
Key account manager management
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Setting strict standards for the number of visits for a key account manager is ineffective. Important clients and opinion leaders are very busy people, they plan their own schedules, and their readiness for a meeting depends on how important this meeting is for them. Moreover, some issues are resolved not at official meetings, but in a more informal setting. The more serious the topic, the less formal the format of communication can be. Instead of imposing templates, it is important to clearly define the framework for interaction with such clients.
Managers often ask: "What to do if the KAM is ineffective, is not familiar with VIP clients, and they do not know him? Maybe we should set standards for visits, let him work like everyone else?" If the key account manager cannot or does not want to fulfill his duties, he should be let go. There is no point in turning him into an ordinary sales manager, while keeping the title of the job. This is economically unprofitable. After all, then the manager himself will have to build relationships with key clients.
An ineffective employee is always a manager's mistake, it is the manager who is responsible for all the work and all the results. If the resource is not suitable, it must be replaced. Everything else is just an attempt to justify oneself.