Why A Key Account Manager Will Outperform a Traditional Salesperson


A few decades ago, the role of the salesperson was viewed as superior to the role of an account manager. The salesperson was viewed as "the hunter" and the account manager as "the farmer". Hunting was the more intense and demanding role. Farming was seen as a low key endeavor, which primarily focused on re-actively keeping clients satisfied. Organizations applied great care to finding hunters. Farmers roles were often filled with people who had great customer service skills.

How the world has changed!

Today, the most aggressive hunter is viewed by buyers with suspicion. Even the most professional hunters find it increasingly difficult to hit home runs when they get their chance at bat. Singles and doubles are the order of the day. Why? One reason is trust takes time. Buyers often dabble with new suppliers until they have proven that they are reliable and consistent. Another reason is buyers operate with far more complexity than they did a few decades ago. Solutions must be properly integrated in their environments to work. Moreover, potential suppliers need to understand the complexity of these environments and the interests of multiple stakeholders before they can cultivate sufficient demand for a solution.

Enter the Key Account Manager

Unlike the traditional salesperson, the Key Account Manager does not think transactionally. He thinks strategically. He doesn't pursue every account equally. He selects accounts very carefully. Rather than approach a key account thinking of how he can sell his products and services, he approaches the account to figure out:

  • what is their corporate strategy and is it sound?
  • what are their markets?
  • how do they differentiate themselves in their markets?
  • how are they performing financially and where do they need to improve?
  • how does the strategy cascade down to the business unit leaders?
  • what are their strategic initiatives?
  • what external pressures are they facing?
  • what operational or tactical challenges are they facing?
  • what is the strategic relevance of their suppliers?
  • how might we help them achieve their goals?

The Pay Off

As a result of paying attention to these issues over time, the Key Account Manager becomes well-versed in his client's business; sometimes more than some employees who have a narrow view or who lack the historical context. It is this intimacy with the account that enables the Key Account Manager to take a leadership role and craft solutions that are relevant and financially viable. Unlike the traditional salesperson, the Key Account Manager does not fly blind. He has specificity with respect to how his products and services can advance his client's business. He is regarded as a strategic resource by his client and by his employer. Ideally, the Key Account Manager has traditional salespeople taking direction from him and pursuing sales opportunities in the context of an overall account plan.

While the Key Account Manager may not get numbers on the scoreboard as quickly as the traditional salesperson, when they do get their chance at bat, they are often hitting home runs that dwarf the transactional salesperson and significantly reward their patience and hard work.

As time runs out on traditional selling, every organization must begin to figure out who are the accounts that really matter and the characteristics that they share. Once these accounts are identified, they must decide who are the individuals that possess the right skills and attributes to develop strategic relationships with these accounts. The skills and attributes of the traditional salesperson are often the opposite of what is required in a Key Account Manager. Therefore, one should select key accounts and Key Account Managers with utmost care. In doing so, you will see that the Key Account Manager will outperform the traditional salesperson every time.
Adrian Davis
ABOUT THE AUTHOR
Adrian Davis> all articles
With over 20 years of experience in professional selling, Adrian's rise from homelessness to phenomenal success in the trenches gives him credibility before any sales audience. His experience in the field, as a practitioner and as an advisor to CEOs and their executive teams, informs his role as a sales strategist and trainer. When working with sales leaders and their teams, he has a relentless focus on driving results. He positions the sales department as one of the most important assets of any organization.

Adrian, the author of Human to Human Selling, is also a Certified Speaking Professional (CSP), past president of the Canadian Association of Professional Speakers -- Toronto Chapter, and the president of management consulting firm Whetstone Inc. He has earned a reputation for delivering insightful and exhilarating keynotes and workshops. As an expert in sales and strategy, he is frequently called upon to advise senior leadership teams and sales groups on the subjects of sales strategy and relationship management.

For more information, please visit www.whetstoneinc.ca.

For a sample of Adrian's content, watch a free one-hour webinar on Storytelling for Sales Professionals: http://www.youtube.com/watch?v=jPuS1Uh072I


  • /_ckcommon/images/blanks/userPicture.jpgGerard Yescas6/5/2015 1:35:40 AM
    KAM vs Salespeople? This is a sales association is it not? Why write and post an article critical of salespeople. In my experience it seems the two have different functions in the process and are therefore in a symbiotic relationship. Salespeople land the accounts KAMs keep them active and buying. But I am not an expert just a salesperson with over 30 years of experience who has worked with companies like, ATT, MCI, SPRINT, Waste Management, Sempra Energy and dozens of smaller companies. They all had one thing in common. They needed a salesperson to bring in the accounts so that the KAMs could later manage.

  • /data/userPictures/2A6A8166-6D98-4D60-8613-E76C7096BF98.jpgAdrian Davis6/5/2015 6:40:25 PM
    Hi Gerard,

    Like you, I also have decades of experience in sales. And like you, I also believe sales and salespeople are the lifeblood of any company. My entire career has been devoted to sales. The point of my article is not to criticize salespeople. It is to alert us to the fact that our world is changing. Those of us with deep experience will want to hold on to the old ways because that's the world we know and that world means our skills remain relevant. There is a seismic shift happening however, and it means that all of us must peer into the future and figure out what skills will be needed. Every year, the skills that traditional salespeople used to acquire new accounts are showing diminishing returns. We need to understand why and anticipate the changes we must make in order to remain relevant. KAM skills are relevant to us salespeople because they are what's needed to successfully engage C-level execs, which is where most major decision are made. Thanks for your passion!