Know The Tech and Trends To Empower Your Key Account Management

BUYER’S GUIDE TO
KEY ACCOUNT
MANAGEMENT
Includes listing of Top KAM Enablement Tools,
MTA KAM Enablement Green Zone,
KAM User Survey and Top Vendor Profiles
By Ankush Gupta,
Editor-In-Chief at MarTech Advisor
With Chitra Iyer, Surajit Nath
and Khushbu Verma
Helping Marketers Succeed
© 2017 All Rights Reserved. MarTech Advisor.
TABLE OF CONTENTS
PART 1: All About KAM Enablement 1

1.1. Key Account Management: Opportunities and Challenges 2
1.2. KAM Enablement: The New Strategic Necessity 6
1.3. Who Needs KAM Enablement and Why 8
1.4. Possible deployment models for KAM Enablement 10
1.5. KAM Enablement: Solutions Evaluation Parameters 12
1.6. KAM Enablement: Partners Evaluation Parameters 13
PART 2: The MTA-KAM Enablement Green Zone 15

2.1 MTA Green Zone 16
2.2 MTA Green Zone for KAM Enablement Solutions 17
PART 3: KAM Enablement Survey 18

3.1 About the Survey 19
3.2 Criteria to select Key Accounts 20
3.3 Biggest Key Account Challenges 20
3.4 State of Key Accounts 21
PART 4: KAM Enablement Vendor Profiles 24
About MarTech Advisor 30
@MarTechAdvisor facebook.com/MarTechAdvisor linkedin.com/company/martech-advisor www.MarTechAdvisor.com

PART 1:
All About KAM Enablement
1
PART 1.1:
Opportunities: From Vendor to Strategic Partner
Ÿ Key Accounts are hard to win, and hard to keep. But
with the right people, strategic insights and enabling
tools, their growth potential can be virtually unlimited
over medium to long term.
Ÿ It is important to identify, track and build the right

connections, join the dots across various data points
and spot the opportunities for growth and value
creation across the global sweep (geographical /
functional / vertical) of the Account.
Ÿ With established credentials and referrals from within

the organization, cross-selling and upselling becomes
that much more easy with Key Accounts.
Ÿ Key Accounts are also a great partner to drive

innovation. Knowing the strategic goals and directions
of the Key Account can help build new capabilities and
capacities, and provides ample opportunities to drive
innovation and create value for both – oneself and the
Key Account organization.
Ÿ Key Accounts are also the first port of call to market

new products and offerings, get direct user feedback
and drive continuous product and process Key Accounts are a
improvement.
B2B’s most
strategic, valuable
and long-term
clients. They are
typically large,
global entities with
multiple buying
units, functions
and verticals.
2
PART 1.1:
Challenges: Scale, Complexity, Dynamics
Ÿ Collation, formatting, standardization and consistency
is difficult and time-consuming. Data is either in silos
or spread across multiple systems around the
organization.
Ÿ Key Accounts need deeper analysis, better planning

and reliable governance.
Ÿ Due to the size, spread, complex structure and

multiple dynamics, data management and holistic
analysis can be difficult.
Ÿ Lack of visibility of big picture makes it difficult to

leverage the full revenue potential of the account.
Opportunities to cross-sell, upsell and create value
may fall through the cracks and are missed, especially
if handled manually.
Ÿ Dependence on Key Account Manager – in case of

separation, loss of knowledge, contacts and
sometimes of the Account itself.
Ÿ Because of Account Managers’ independence,

institutionalizing the processes or methodology across
the organization is difficult. Collaboration can be
difficult to establish without standard frameworks and
processes.
3
KAM is not ABM or ABS
While all three are B2B buzzwords right now, there are
fundamental differences between Key Account Management
(KAM) and Account-Based Marketing (ABM) or Account-Based
Sales (ABS).
4
Key Account Management Account Based Marketing

Ÿ KAM focuses on the top 20% Key Ÿ Account-Based Marketing or Sales
Accounts that bring in 80% revenues, (ABM / ABS) focuses on the most ideal
and includes the entire spectrum of prospects that offer the highest
the relationship between the Company chance of conversion and is centered
and those Accounts. around Acquisition.
Ÿ It is directed towards the most select, Ÿ It uses Key Account management

strategic, profitable customers who are principles to identify the next level of
also large in size, scope and potential. high-potential prospects and focuses
all marketing and sales resources only
on those named prospects.
Ÿ The Key Account Manager essentially
owns the relationship strategy and Ÿ Sales and Marketing collaborate and
executes it with a Sales or KAM own the ABM strategy, and execute it
Enablement technology. with a set of martech tools.
Ÿ KAM is about evolving from vendor to Ÿ ABM is about converting the prospect
preferred strategic partner, over the to customer in the medium term albeit
long term, with a value-driven with a value-driven approach.
approach.
Ÿ Value creation is in the context of
Ÿ Value creation is in the context of offering relevant content that engages
providing offerings to help clients the prospect’s decision-making unit
innovate, grow their business or more members meaningfully.
effectively reach their business goals.
Ÿ Scale is in the context of being able to
Ÿ Scale is not in the context of number personalize contact strategy with
of Accounts but the complexity of each multiple decision-makers in a larger
Account. number of high-potential prospects.
5
PART 1.2:
KAM Enablement: The New Strategic Necessity for KAM
Ÿ For B2Bs who earn a significant percentage of their revenue
from Key Accounts, KAM technology is now far more than a
buzzword. It is a strategic necessity. KAM Enablement in its
present form is driving exponential growth from Key Accounts
by enabling Key Account Managers to optimally manage the
complex relationship and grow the business.
Ÿ KAM enablement entails a technology-driven solution to a

problem unique to Key Account Management – bridging the
gap between the science and art of Key Account
Management.
Ÿ KAM involves repetitive tasks needing automation; and

unique tasks needing customized action and Manager
discretion.
Ÿ Key Accounts are also highly complex – neither manual

systems nor basic sales automation can do justice to them.
Ÿ KAM technology enables both – the people and the processes

required to make KAM succeed.
Ÿ With a good KAM Enablement technology, Key Account

Management strategy can be sustainable, scalable and
effective.
Ÿ With the new on-cloud SaaS App models, full-functionality

KAM Enablement technology is accessible to all, scalable up
and down based on needs, and at the cutting edge of
technology. Big or small, new or old, this is a definitive focus
area for B2Bs that wish to optimize the revenue potential of
Key Accounts.
6
What should KAM Technology deliver?

Grow Key Account revenues by spotting all opportunities for revenue growth and value
creation across the Client touchpoints.
Institutionalize KAM processes across all Accounts, drive accountability and

collaboration between internal stakeholders.
Consolidate Data and Intel in One Place: One platform, one format, one version in real
time – single source of truth for everyone.
Deliver ‘Big Picture’ Visibility for strategic decision-making as well as ‘the details’ for
timely, tactical action. In other words, powerful analysis with aggregated data from across
all possible data points.
Streamline the annual planning process with actionable insight, tracking metrics,
seamless governance.
Mitigate KAM Attrition Risk, build organizational intelligence and strengthen Client
Relationship at the organizational level.
Improve Key Account Manager efficiency and effectiveness: By institutionalizing

processes, consolidating data, automating operational tasks, and providing platform for
meaningful collaboration between stakeholders.
7
PART 1.3:
Who needs KAM enablement and why?
B2Bs just embarking on a KAM
strategy
Congratulations! You are attempting to
B2Bs who have a custom-built
leapfrog growth from Key Accounts with a KAM enablement system in place
structured KAM strategy. This is the right time
to consider KAM enablement and build it into Super! You have already seen the exponential
your larger KAM strategy. results KAM enablement can bring to
executing a KAM strategy. This is the right time
Because: KAM will help grow your Key Accounts, and to evaluate whether you want to continue
Enablement will help grow them more efficiently, at a investing in building software or focus on your
larger scale and sustainably. core business.
Because: Highly specialized KAM enablement tools

are available at a fraction of the cost of in-house
B2Bs with custom-designed development, and technology is changing faster than
you can upgrade your software.
sales methodology (or a defined
methodology)
Well done! You’ve won half the battle by B2Bs still using CRM to manage
recognizing the need to institutionalize the Key Accounts
processes.
It is probably time to confront the gaps in Awesome! You have invested in CRM, so you
execution now. Getting account managers to know that enablement is a strategic
consistently use templates in daily ops, KAM requirement for higher productivity. If you can
separation and re-training issues / costs, identify 20% of your clients who bring in 80%
challenges of scaling up the methodology of your revenue or thereabouts from your CRM
organization wide; difficulties in integrating system, then it’s time to think about treating
the flexibility key account managers need into those clients in line with the business they
the system. bring, and grow it further.
Because: Integrating your chosen methodology into a Because: Standard CRM is not designed to address
specialist KAM enablement technology is possible, the complexity, or depth of analysis, planning and
and would effectively address most of the challenges governance required from Key Account Managers. For
while adding more efficiencies and productivity into that, specialist KAM Enablement Apps that work from
the KAM strategy. inside your CRM are now available at a reasonable
monthly subscription fee.
8
Who should take a call on KAM tech?

Sales Ops typically evaluates new technology solutions for the B2B organization and vets possible
vendors, if there is a need felt for the technology or solution. And, they will for KAM Enablement too.
Eventually.
However, who should primarily drive KAM Enablement? The CSO? CRO? CEO? The answer is ‘whoever is responsible for
answering this question’:
How do you plan to grow your Key Account Revenue from $X million to $5X million in
the next 12 months?
In addition, asking these supporting questions will lend more clarity to why KAM Enablement can help
you get there:
Ÿ Which offerings will you pitch to which buying units in which geographies and verticals to
achieve that?
Ÿ Which relationships with key stakeholders need more nurturing, leveraging, repositioning to
support the goals?
Ÿ What offerings can be best aligned to client strategic goals and leveraged across multiple
buying units?
Ÿ Where do you face the stiffest competition and what is the plan to address it?
Ÿ Which Key Account opportunities are you over or underinvesting in?
9
PART 1.4: Possible deployment models for KAM Enablement

No KAM Tech On-premise KAM Tech On-cloud KAM Tech
Key Account Managers

manage accounts manually Subscribe to a cloud based,
or with a methodology In-house team to develop
SaaS model App that
Description (templates, Excel and PPT software or IT company to
preferably works from
etc); or using existing CRM develop a custom solution.
inside existing CRM system.
system to manage Key
Accounts.
Can handle KAM complexity
High flexibility to manage
Can’t handle KAM as long as complexties
changes in technology,
complexity. Not sustainable, don’t keep changing.
Summary industry or user needs. No
not scalable, not optimal. Becomes obsolete when
risk of technology getting
industry realities, needs or
obsolete.
technology change.
Opex. Low. The cost of

subscribing to a full-feature
Capex. Very high for specialist KAM tech per
Low, as it doesn’t involve building a robust and KAM is lower than the cost
Cost of Capital new investment but optimal solution. Blocks of one dinner per month.
opportunity cost is high. capex for ongoing Subscription model leaves
investments. High liability. captial free for other
investments. Low liability.
Low. The system is designed

Moderate but still to shift ownership of the
Very high as Key Account dependent as collaboration relationship to the
relationship is owned by & visibility functionalities organization while capturing
Cost of person Key Account Manager, not are expensive to build into Account related intel from
dependency the Company. Risk of losing system. Flexibility for various sources to one
Account with the Key continuous system place in a uniform format.
Account Manager is hign. improvement is expensive Methodology can be easily
and time-consuming. integrated into system.
Low. Industry standard

High. Data is spread across security and access control
Moderate. The system will built into low monhtly
the organisation, several probably build this in, but it
Cost of data versions of confidential files subscription fee. Back-up
will be expensive to plans in case of crisis. A
security and do the rounds over email, maintain and manage.
access control mobile and even social continually improving
Exponential costs in times security system. Onus of
media, leaving it vulnerable. of security crisis. adhering to certified
standards on the vendor.
High. Key Account Manager Low. Every possible

spends disproportionate Moderate. The more opportunity for automation
Time and time managing operational automation functionalities of process is built into the
opportunity taks manually, especially that need to be built into system, enabling the Key
cost of KAM data management, the system, the more the Account Manager to focus
communication, report cost. on strategic tasks and
generation etc. relationship building.
10
No KAM Tech On-premise KAM Tech On-cloud KAM Tech
Low. The onus to manage

Moderate to high. Changes change lies with the KAM
High. When things change, are expensive to tech vendor. To remain
Cost of the reponse time in a competitive, they will
implement. Turnaround
maintenance manual system is too slow, time is high, potentially anticipate and build
and change potentially costing the firm losing opportunities. Cost of changes into the system
management valuable business continuous upgrades and with minimal disruption to
opprtunities. customisation is prohibitve. users. There is no extra
cost for continuous tech
upgradation.
This is not a scalable or

sustainable option. Getting Can be scaled up at great
Key Account Managers to expense, but scaling down Easily institutionalize the
adopt and operationalize a will mean low ROI. Usage core KAM processes across
Scalabilty and manual methodology can be sustained with the organisation. Scale up
sustainability organization-wide is not ongoing training and or down as the market
realistic. The system is adoption, which is needs dictate, at no extra
open to interpretation. CRM expensive, especially with cost.
cannot handle Key Account Key Account Manager
complexity either. turnover.
Can be real-time, but Real-time access to live

prohibitively expensive to CRM data & data-sharing
features, mobile, on-the-go
Speed sharing, It is a connected world. develop and maintain full-
feature productivity suite, access, high-productivity
collaboration, Manual systems cannot
real-time accessibility, and tools. Collaboration, visibility
productivity match real-time systems.
collaboration functionalities. and sharing functionalities
are built into the system
and constantly improved.
A KAM enabling technology

is more than a data
management platform. It is
an intelligent system that
proactively provides data
and analysis to make
smart decisions; provides
Since there is a high
Intelligent The system is as strong as the frameworks and
learning curve, the system
system the Key Account Manager. template to plan, execute,
is reactive, not proactive.
track and govern; enables
with productivity and
collaboration tools for
higher team effectiveness;
and engages all
stakeholders in the
process meaningfully.
11
PART 1.5:
KAM Enablement: Solution Evaluation Parameters
Whitespace
Strategic Relationship
with Annual Account
Frameworks & mapping and
opportunities & Planner & tracker
Indicators strength indicators
engagements
q Visual Org chart q Deals heatmap q Workbench (30 -60-90)
q Communication q Share of wallet q Data Analytics
tracker q Competitor q Finance tracker
q Contact History landscape q 360-Multiple Account
Supporting q Meeting plan & Overview
Functionalities tracker
q Affiliations mapping
q Data management – collation, formatting, storage

q Data consumption approach
q Real-time, anytime, anywhere access
q Collaboration tools
Productivity q Easy report generation, exporting and sharing
Boosters q Reminders & prompts
q Coaching / refresher / Customer success
12
PART 1.6:
KAM Enablement: Partner Evaluation Parameters
Vendors should ideally be able to provide a full -feature free trial

Trial and
for a limited number of users in order to evaluate the user
Demo Options
experience
Cost of Should allow for low-investment subscription models that can

Deployment be easily scaled up and down across key accounts
A reasonable amount of customization should be possible on

Ability to
top of the basic solution. This includes the ability to integrate
Customize
any existing sales methodology into the solution
Ideally, the App or platform should be native to Salesforce or

Embedded in
other major CRM systems in order to enable working through
CRM
the CRM and not having an additional interface
Systems that work from inside the CRM will usually be able to
Approach to
pull the data in real-time from CRM, thus minimizing the data -
Data
entry requirement from account managers
Onboarding & Vendors should have a dedicated Customer Success team,

Customer accountable for quick onboarding, adoption and sustained
Success usage
Data Security
Data security and access control should be industry compliant
Standards
Speed of
Installation, integration, adding new users
Deployment
Recognition From partners and client testimonials
13
KAM Enablement: Business Impact Areas
People Cost: How vulnerable are you to losing the Account intel or
1 worse – the Account – when a Key Account Manager leaves? Are your
Sales Superstars your Achilles’ heel?
Opportunity Cost: How many deals are slipping through the cracks
because current systems cannot join the dots between data points
and make the connections between decision-makers, buying units,
2 functions and geographies?
How many growth and value creation opportunities are lost because
internal stakeholders do not collaborate or share real-time intel?
Business Cost: Are highly paid Key Account Managers spending

their time on strategic activities or operational tasks like creating
3 reports, collating data, tracking down people, version control? Are
strategy meetings more like clarification sessions? Is leadership
hands on or only ‘monitoring’ the situation?
14
PART 2:
The MTA KAM Enablement Green Zone
15
PART 2.1:
The MTA Green Zone:
The MTA Green Zone helps B2B professionals make sense
of the several marketing technology products available, and
recommends the best match for your business. The MTA
Green Zone eliminates the hype and noise through an
objective, data-driven vendor analysis process, and helps
you make smarter choices when selecting the right
martech product for your business type. We recommend
that you use this Buyer’s Guide to help identify and
discover the precise in-market products and features that
will suit your specific requirements and deliver an effective
return on your investment.
The Green Zone is calculated by deploying our Research

team’s weighted average scoring method for rating
products based on parameters like features, pricing,
segment focus, actual user ratings and reviews and other
factors. However, for this particular guide we considered
only one most important & anticipated parameter, i.e.,
richness of product features. Reason being KAM
Enablement as an off-the-shelf tool is a relatively new
concept for the B2B community, and hence vendors in this
space do not actively differentiate or position themselves
with respect to Pricing or Segment focus.
16
PART 2.2:
MTA Green Zone for KAM Enablement Solutions
The MTA Green Zone for KAM Enablement Solutions is reserved for the highest scoring vendors with a
weighted average MTA Score of over 3.2 on a scale of 1 to 5. The data was analyzed by calculating a
weighted average score of all available KAM Enablement tools based on their feature sets. The 5 KAM
Enablement vendors were distributed as follows:
• Three Vendors with an MTA Score above 3.4 have made it to the MTA Green Zone. These vendors
are rated as “Best-fit KAM Enablement tool”.
• One Vendor with an MTA Score of 3.2 is in the MTA Amber Zone. Vendors in this zone are rated
as “Great fit for consideration by B2B professionals”.
• One vendor with an MTA Score marginally below 3.2 is in the MTA Grey Zone. Vendors in this
zone are rated as “Good fit for consideration by B2B professionals”.
GREEN ZONE
FOR KAM ENABLEMENT
MTA Score
Good Fit Great Fit Best Fit
17
PART 3:
The KAM Enablement Survey
18
PART 3.1:
About the Survey:
MTA invited B2B professionals from the MTA subscriber base to participate in an online survey,
answering a few questions about KAM in their organization. 300-plus respondents gave their
feedback.
Job Title Vs Business Type
Key Account Manager /

42 4 24
Strategic Account Manager
Senior Executive Management 27 5 36
Sales Management 32 5 19
Marketing Management 24 5 15
Other (please specify) 17 4 10
Chief Sales Officer / Global

9 1 10
Head of Sales
External Consultant 1 2 6
B2B B2C Both
Respondent's Functional Roles
23%
23%
External Consultant
Chief Sales Officer / Global Head of Sales
Other (please specify)
3% Marketing Management
Sales Management
7% Senior Executive Management
19%
Key Account Manager / Strategic Account Manager
15% 10%
19
PART 3.2:
Criteria to select Key Accounts:
What criteria do you use to select your strategic/key accounts?
Strategic fit 44%
Revenue (past or current) 27%
Account profitability 15%
Trust and openness 13%
PART 3.3:
Biggest Key Account Challenges:
What are your biggest key account management challenges?
56.8%
52.2%
32.6%
23.6%
14.0%
Access to customer Balancing short- Procurement Data Management Navigating various

executives and term sales goals organization’s (managing complex buying centers
decision-makers with longer-term influence and data points and
relationship control over the building strategic
development goals buying process plans based on
actionable insights)
20
PART 3.4:
State of Key Accounts
Does your organization have a formal process to manage key accounts?
Yes, No
we have a formal 36%
Yes
KAM process, but… 64%
Which of the following is used at your organization to manage key accounts?
Combination of Manual + Notes + Excel + Smartphone 33%
Internally developed framework or process 27%
Framework provided by consultant / consulting agency 24%
Internally developed software or platform 16%
21
The $100/month question…
Do you think key account managers can significantly improve their

strategic account planning capabilities by using a software
designed specifically for key accounts’ priority and strategic
planning?
No
20%
Yes
80%
22
KAM Enablement tech seems to have all that

key account managers want…
Which functionality among the following offered by a KAM software would

be the most valuable to you as a key account manager to help deliver
maximum returns from your key accounts?
Identify Pockets of Opportunities 23%
Analysis on Customer's Buying Centres and

22%
Business needs
Built-in Account Planning Process 20%
In-Depth Relationship Map of the Key Account 20%
Allow Collaboration between Account Teams 15%
23
PART 4:
The KAM Enablement Vendor Profiles
24
VENDOR
OVERVIEW
www.demandfarm.com
PHONE: 415-735-3143
HQ LOCATION: PRICING IN USD

10 Rockefeller Plaza, Suite 810, Per User, Per Account, Site Licenses
New York, NY 10020,
United States
Description: DemandFarm identifies the SEGMENT FOCUS:

significance of unscrambling the Key Medium/Large
Accounts from the rest of the customers of a
company. It treats them distinctly, fulfilling
their more specific requirements.Through PRODUCTS:
various key features such as Whitespace Ÿ DemandFarm
Ÿ Scout
Analysis, Relationship Mapping, Account
Planning and many more, DemandFarm
enables sales teams to know and grow large PRODUCT CATEGORIES:
accounts and treat them specially, because Key Account Management, Key Account
that’s where the profits lie.DemandFarm Management Software, Key Account
integrates data from multiple sources and Management Technology, Key Account
stakeholders to provide a visual Farming, Key Account Mining, Strategic
representation for Key Account managers. By Key Account Management Software,
giving them the larger picture, timely actions Customer Account Management System,
are confirmed. DemandFarm plans and Client Account Management System,
SAAS Key Account Management, Sales
records all variables of Key Accounts, giving
Enablement, KAM Enablement.
a 360-degree interpretation. It also
assimilates with other platforms such as
CRMs and SAP.DemandFarm provides all KEY ACTIVITIES:
teams working on various Key Account with a Ÿ Total Funding Received till date: Not
single, centralized software through which Updated
they can collaborate and deliver value to Ÿ Total Rounds of Funding: Seed Funding
them. Ÿ Major Investors: Stephen Goodroe &
Peter Hempstead
Year Founded: 2012 Ÿ Acquisitions : No notable recent
activity
25
VENDOR
OVERVIEW
www.revegy.com
PHONE: 404-998-5700

300 Galleria Parkway, (Per User Per Month): Not Available
Suite 1850,
Atlanta, Georgia 30339,
United States
SEGMENT FOCUS:
Description: Revegy helps sales for planning Medium/Large
and execution happen. Their visual tools help
sales teams sell more effectively. Revegy
guides you through every step of the way, PRODUCTS:
from account strategy and planning to deal Ÿ Revegy
execution. It helps navigate risks, gain
competitive advantage and expand
opportunities throughout the sales process PRODUCT CATEGORIES:
so the company can grow account revenue, Account Management, Opportunity
win more deals and improve forecast Management, Channel Management,
accuracy. Playbooks, Process Maps and Workflow,
Revegy provides an intelligent sales platform Relationship Maps, Call Plans, Coaching
that assesses each situation and guides your Tools, Sales Force Automation, Sales
team through every step of account planning Enablement, Sales Playbooks
and deal execution as every sales person
wants a knowledgeable, proactive coach in
their corner. Revegy alerts sales people of KEY ACTIVITIES:
Ÿ Total Funding Received till date:
potential risks and pinpoints what to do
$3.84Mn
about it. Ÿ Total Rounds of Funding: 2
Ÿ Major Investors: Blossom Street
Year Founded: 2005 Ventures and Runa Capital
Ÿ Acquisitions: No notable recent activity
26
VENDOR
OVERVIEW
www.altify.com
PHONE: 866-570-3836

803 Kirkland Avenue Suite 100 Kirkland, (Per User Per Month): $480
Washington 98033,
United States
Description: Altify helps sales teams make SEGMENT FOCUS:

their customers more successful, so they win Medium/Large
the deals that matter, increase wallet share
in existing customers and manage overall
sales team performance. PRODUCTS:
Ÿ Account Manager
They embed sales knowledge, context and Ÿ Opportunity Manager
Ÿ Sales Process Manager
data into their applications, - making it easy
Ÿ Call Planner
for salespeople, managers and executives to Ÿ Sales Performance Manager
accelerate revenue growth consistently. Ÿ Max
Ÿ Call Planner
Altify does this natively on Salesforce for Ÿ Conversation Manager
more than 250 customers, including:
Autodesk, BMC, BT, GE, HP Enterprise,
Johnson Controls, Optum, Virgin Media PRODUCT CATEGORIES:
Business, Salesforce and more. Sales performance automation, sales
improvement, sales methodology,
Year Founded: 2012 opportunity management, sales training,
revenue improvement, forecast accuracy
improvement, sales velocity, sales
transformation.
KEY ACTIVITIES:
Ÿ Total Funding Received till date: No
notable recent activity
Ÿ Total Rounds of Funding: No notable
recent activity
Ÿ Major Investors: No notable recent
activity
27
VENDOR
OVERVIEW
www.kapta.com
PHONE: 303-495-6201

1035 Pearl Street, (Per User Per Month): $89
5th Floor,
Boulder, CO 80302,
United States
SEGMENT FOCUS:
Description: Kapta is a Key Account Medium/Large
Management platform designed for the
customers that matter most. Kapta powers
trusted relationships between key account PRODUCTS:
managers and customers using joint success Ÿ Kapta
plans and clear expectations.
For the most valuable customers, Kapta’s
collaboration platform ensures that key
PRODUCT CATEGORIES:
customers and account leaders are in sync Key Account Management software,
throughout the contract, Kapta also gives Customer reports, dashboards and
management real-time visibility on how well collaboration, Strategic Account retention
they are delivering on commitments to the & growth, Account Health Dashboard for
accounts they can’t afford to lose track of. Management, Real-time Customer
Kapta’s collaboration platform ensures that Account Health metrics, Reduced churn &
key customers and account leaders are in more predictable revenue
sync throughout the contract.
Year Founded: 2012 KEY ACTIVITIES:

Ÿ Total Funding Received till date: $675k
Ÿ Total Rounds of Funding: 1
Ÿ Major Investors: Rally Ventures, Access
Venture Partners, Techstars Ventures,
Right Side Capital Management
28
VENDOR
OVERVIEW
www.conigi.com
PHONE: 158-283-9020

The Mill House, 6 Station Road, (Per User Per Month): Not Available
Wheathampstead, St Albans,
Hertfordshire, AL4 8BY
United Kingdom
SEGMENT FOCUS:
Description: Conigi combines ease of use, Medium/Large
tailored web-based solutions using the range
of pharmaceutical industry and NHS data
sources. PRODUCTS:
They have been providing a range of real- Ÿ Products & Services
time customer knowledge and profiling, Ÿ Pathfinder CRM
business analytics and business intelligence Ÿ Pathfinder KAM
Ÿ Pathfinder Market Access
solutions for sales, marketing and business
Ÿ Pathfinder Dashboard
intelligence since 2000. Ÿ Pathfinder Business Analytics
They provide bouquet of proven real-time Ÿ Pathfinder Analyzer
solutions, which enables their customers to
improve the effectiveness and efficiencies of
their sales force efforts and marketing PRODUCT CATEGORIES:
initiatives. They also provide the flexibility to Key Account Management (KAM),
use the solutions on various device Customer Relationship Management
platforms. (CRM), Dashboards, Business Analytics,
Next Best Customer, Closed Loop
Year Founded: 2000 Marketing, Business Consultancy
KEY ACTIVITIES:
Ÿ Total Funding Received till date: No
notable recent activity
Ÿ Total Rounds of Funding: No notable
recent activity
Ÿ Major Investors: No notable recent
activity
29
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Know The Tech and Trends To Empower Your Key Account Management

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BUYER’S GUIDE TO

PART 1: All About KAM Enablement 1

PART 2: The MTA-KAM Enablement Green Zone 15

PART 3: KAM Enablement Survey 18

PART 4: KAM Enablement Vendor Proﬁles 24

About MarTech Advisor 30

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Ÿ It is important to identify, track and build the right

Ÿ With established credentials and referrals from within

Ÿ Key Accounts are also a great partner to drive

Ÿ Key Accounts are also the ﬁrst port of call to market

Ÿ Key Accounts need deeper analysis, better planning

Ÿ Due to the size, spread, complex structure and

Ÿ Lack of visibility of big picture makes it difﬁcult to

Ÿ Dependence on Key Account Manager – in case of

Ÿ Because of Account Managers’ independence,

KAM is not ABM or ABS

Key Account Management Account Based Marketing

Ÿ It is directed towards the most select, Ÿ It uses Key Account management

Ÿ KAM enablement entails a technology-driven solution to a

Ÿ KAM involves repetitive tasks needing automation; and

Ÿ Key Accounts are also highly complex – neither manual

Ÿ KAM technology enables both – the people and the processes

Ÿ With a good KAM Enablement technology, Key Account

Ÿ With the new on-cloud SaaS App models, full-functionality

What should KAM Technology deliver?

Institutionalize KAM processes across all Accounts, drive accountability and

Improve Key Account Manager efﬁciency and effectiveness: By institutionalizing

Because: Highly specialized KAM enablement tools

Who should take a call on KAM tech?

Ÿ Which Key Account opportunities are you over or underinvesting in?

PART 1.4: Possible deployment models for KAM Enablement

Key Account Managers

Opex. Low. The cost of

Low. The system is designed

Low. Industry standard

High. Key Account Manager Low. Every possible

No KAM Tech On-premise KAM Tech On-cloud KAM Tech

Low. The onus to manage

This is not a scalable or

Can be real-time, but Real-time access to live

A KAM enabling technology

q Data management – collation, formatting, storage

Vendors should ideally be able to provide a full -feature free trial

Cost of Should allow for low-investment subscription models that can

A reasonable amount of customization should be possible on

Ideally, the App or platform should be native to Salesforce or

Onboarding & Vendors should have a dedicated Customer Success team,

Recognition From partners and client testimonials

KAM Enablement: Business Impact Areas

Business Cost: Are highly paid Key Account Managers spending

The Green Zone is calculated by deploying our Research

Good Fit Great Fit Best Fit

Job Title Vs Business Type

Key Account Manager /

Senior Executive Management 27 5 36

Other (please specify) 17 4 10

Chief Sales Ofﬁcer / Global

B2B B2C Both

Respondent's Functional Roles

What criteria do you use to select your strategic/key accounts?

Revenue (past or current) 27%

Account proﬁtability 15%