Large clients are considered to be those that generate about 10% of the company's income, and if this figure exceeds 20%, then we are talking about a monopoly client. However, this method of assessing value is too one-sided and does not cover all aspects of building sustainable and mutually beneficial relationships.
Rules for working with key clients
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Based on the nature of the business, the market canada mobile number situation and the economic environment, different types of priority customers can be identified:
“Breadwinners” are clients who provide a significant portion of the company’s income.
“Prospective” customers are those with high growth potential who are currently purchasing a significant portion of goods or services from competitors, or those whose needs for your product will increase significantly in the future.
“Famous” are large, recognizable companies, market leaders, cooperation with which may not be so profitable, but it increases the prestige of your company and serves as an additional argument for other buyers.
“Mentors” are clients who are experts in their field, demanding, but willing to share knowledge and experience, which contributes to professional growth and increased competitiveness.
“Partners” are those who are ready for an open dialogue, discussion of their needs and plans, and who perceive you as an equal participant in the business process.
"Innovators" are clients interested in testing new products and ideas and are ready to participate in bringing new products to market.
It is important to remember that one and the same buyer can combine characteristics of several categories. Moreover, even among clients that currently bring in little income, there may be companies that are strategically important for the development of your business.
Competitors will always try to poach your most profitable customers. To retain valuable customers, it is important to analyze your customer base, segmenting them according to their importance to your business, understanding the needs and expectations of each segment, and constantly looking for new opportunities for productive interaction with the buyer.
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Alexander Kuleshov
Alexander Kuleshov
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Differences between a key account manager and similar positions
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 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.