Building a key account management (KAM) program is often compared to flying a plane while serving tea and coffee. And that’s no surprise. It’s a complex change initiative that requires buy-in across all levels of the firm. It’s not easy.
However, looking back, with a lot more KAM under my belt, there are 10 key lessons I wish I had known from the outset
1. Key account management is a firm-wide initiative, not just a BD initiative
Ignoring this is probably a deal breaker. Key account management isn’t just about business development—it’s about long-term strategic account development that delivers on the firm’s overall strategy. Everyone from HR to finance to client-facing teams needs to understand its value and play a role in its success.
3. Secure firm-wide alignment and commitment
Key account management thrives when leadership visibly supports it. It requires firm-wide engagement, repeated communication, and a clear explanation of how it benefits everyone. There is something I call the “1,000 conversations” and KAM needs it to succeed. This means every leader should understand KAM’s value, articulate its benefits, and reinforce its importance as often as possible.
4. Use market data and client insights for strategic account planning
At Beaton, clients consistently tell us how they use our research, data and insights to drive a sustained change program. Regularly gathering and analysing client success metrics ensures your KAM stays relevant and responsive. Implementing closed-loop feedback mechanisms—where client insights lead to measurable actions—brings the client in as an active participant in shaping their account plan.
5. Start where your firm is at
Firms have different starting points. Some have account plans but need structure. Others may have attempted a kay account management program but struggled with execution. Acknowledging your firm’s current position and leveraging existing efforts and advocates will provide a solid foundation for building a sustainable and successful program.
Key account management requires buy-in from leaders across the firm, not just in BD or marketing departments.
6. Strategic account development requires quality over quantity
Too many key accounts can dilute impact. It’s essential to start with a manageable number of strategic accounts based on clear client success metrics. This allows for focused attention and sustained relationship-building.
7. Establish HR support for client relationship partners
Client relationship partners (CRPs) are at the heart of KAM. However, nobody is a “born CRP”. Without proper training, coaching, and career incentives, they can struggle to navigate the complexities of managing key accounts. HR must play a proactive role in equipping CRPs with the skills they need.
8. Develop multi-level relationships across the firm
Building a relationship with clients goes beyond the CRP. As part of our strategic account management process, we map relationships from firm to client organisation to foster connections at multiple levels. This builds resilience and deepens engagement. We recommend you do the same.
A well-executed KAM program will not only drive client engagement but also enhance sales performance, ensuring sustainable growth and long-term success.
9. Regularly measure client success metrics
This lesson should be applied both inside and outside your firm. Using client success metrics, firms can demonstrate how the partnership contributes to mutual growth. Set clear KPIs to track performance, reinforcing the importance of ongoing value creation. And don’t forget to communicate these as part of your “1,000 conversations” internally and to your clients in your regular review sessions.
10. Use technology judiciously
Don’t let the tail wag the dog. While technology can enhance sales performance by streamlining processes and improving data-driven decision-making, it should not replace personal engagement. The most successful KAM programs leverage technology to support strategic account development without losing the human touch.
Final thoughts
Every organisation is different, but these lessons are universally valuable. Understanding that KAM is a strategic, firm-wide initiative—not just a BD function—sets the foundation for success. With the right structure, commitment, and focus on delivering measurable value, firms can build lasting, profitable relationships with their most important clients. A well-executed KAM program will not only drive client engagement but also enhance sales performance, ensuring sustainable growth and long-term success.
We offer a no-obligation diagnostic to assess your KAM program and key processes. We can also introduce you to Launchpad, Beaton’s structured program to launch or relaunch your B2B KAM strategy and build executive support.
Please contact us to discuss your options with a Beaton partner.
Get insights and market trends delivered to your inbox
Sign up to our monthly newsletter and get the latest updates and insights from Beaton’s research.