Key Account Manager

 

Laceys Key Accounts Manager Duties,

Responsibilities and KPI’s

Name:

Date:

KAM Signature:

Manager Signature:

 

What is a Key Account?

A key account is someone who is fully responsible in the management of their

allocated customers, they are to manage sales and stocks, they are to manage

relationships, they are to ensure a steady and long-term business relationship with

existing clients while maintaining growth, they are also required to seek and obtain

new major customers for the business.

 

Key Accounts Duties and Responsibilities

• Manage and achieve Sales and Budgets with allocated customers across all

divisions within Laceys for the financial year.

• Manage and achieve sales within allocated customers across all buying

categories for your allocated customers.

• Managing and developing good long-term business relationships with your

customers.

• Customers need to be seen on a regular basis – this will be at least once per

month unless otherwise agreed to or specific customers, regular face to faces

ensure more transparency between customer and KAM, it ensures more

efficiency and also helps build and maintain your relationships. Monthly tasks

to run through with customer include but are not limited to: a. Manage current business

b. Drive promotions

c. Manage stocks

d. Generate orders

e. Plan Forward

f. Tackle any issues

g. Analysing stock and sales performance

h. Ensure stocks going to stores are being merchandised effectively and correctly, and

report back with any correction, critic or praise.

i. Store Visits

 

 

j. Present new possibilities to your customer in terms of range, as well as any successes

you or your fellow KAM’s have had with other retailers.

k. EXECUTE correctly and timeously.

 

• Acquiring a clear understanding of your customers operation, needs and

requirements and knowing who to deal with across all divisions and

categories.

• Expanding the business relationship with customers by continuously

proposing solutions to meet their needs, this includes: a. Presenting new products.

b. Prosing monthly deals and buys.

c. Market research into what’s working for them so we can source accordingly.

d. Managing forecasts of core KVI’s to ensure stock availability.

e. Executing promos timeously.

f. Managing existing stocks within there business to avoid aged and over stocks.

 

• Obtaining New relationships with major retail chains not already working with

the company.

• Ensure the correct products are presented, placed and delivered to customers

timeously.

• Serve as the link between company and division strategy and execute with

your relative customers.

• To always be punctual to your customers and peers, arrive early for meetings,

submit earlier than the required deadline date, respond timeously back to

customers whether by phone call or email (within 24 hours).

• Resolve all issues and problems faced by the customers and deal with

complaints to maintain trust.

• A strong product knowledge across the business is required in order to be a

successful KAM, this is a task the KAM needs to undertake on there own time

to ensure they can achieve within their customers.

• Range Presentations and showrooms happen twice a year – the KAM is

responsible to ensure presentations are done with all of their retailers and

buyers within the allocated deadline times.

• Showroom setup is mandatory for Key Accounts to be a part of - this

happens twice a year and is after hours – there will be no exceptions given as

this is the opportunity to learn and understand the new products for the year

ahead.

• Pre-planning on showroom documents must be done for each customer

before they are presented to – we need to have a clear and set direction in

order to be more effective and not confuse customers.

• Planning documents – Planning documents need to be maintained and

updated for all key account customers, updated planning documents need to

be re-saved by the 7th of each month for the previous month, this includes: a. A neat and completed planning document.

b. All data on the planning document to be accurate and updated as at the end of the

previous month.

c. All sales data, POS and Stock on hands to be updated and accurate.

d. All Pricing to accurate and relevant.

 

 

• KAM template Documents – These documents need to be used for tasks

performed for sign off purposes, they need to be completed properly and

accurately to ensure the correct sign off and decisions are made.

• Monthly Reporting - Monthly reporting is required in terms of sales, stock, and

customer performance which will be filled out onto templates provided.

• Budgets – KAM is solely responsible for the achieving of their customers

budgets – this includes rep driven accounts. KAM is required to forecast

monthly on sales and this needs to be done within the allocated deadlines

given.

• Stock – KAM is solely responsible for the stock they have available for there

customer, this needs to be provided through forecasting of stock to ensure the

BUM’s and Planners make sure we have the stock, theses forecast will be

updated and provided as and when required outside of the 2 major periods

being 15th April ( Second Half Inputs – July-Dec) and 15th December (First half

Inputs (Jan-June).

• Systems – KAM is responsible to follow the systems put in place to ensure

smooth process are followed throughout the business this includes: a. Ensuring your price lists are up to date – This is not a task that should be done every time

you receive a new order.

b. Ensuring clean orders are submitted to warehouse.

c. Managing expectations from order to delivery date.

d. Following all planning doc and KAM Templates correctly.

e. Meeting all Deadlines.

 

• The KAM’s ultimate responsibility lies in the Question ‘what is a Key

account Manager’, the full responsibility lies with the KAM for all your

customers, NO Exceptions.

 

Key Accounts Managers KPI’s

Key accounts will be judged on a monthly, quarterly and Yearly basis, you will be

judged across the below points and a weighting % will be applied to this in order to

determine how commissions get paid out. KAM’s will be judged by their various

report lines which include Managing Director, National Sales Director/Manager and

Business Unit Managers. Below are the points that will be considered:

• Overall, Sales achieved by division – Number Based

• Overall GP% Achieved vs Budget – Number Based

• Overall Account management by Division – Peer Based

• Deadlines achieved – Peer Based

• Company/Division strategy being executed– Peer Based

• Store Visits – Peer Based

• Customer Call Cycle – Peer Based

• KAM Admin – Peer Based

 

 

Key Accounts Manager Commission Structure and

% weighting vs KPI’s

• Commissions will be paid out monthly, 1 month in arrears.

• Commissions will be assessed and re-align on a quarterly basis, this means that: 1. Potential commission missed from any months in the quarter period can be recouped in

other months in the same quarter and paid back to the KAM. 2. Commission earned on Sales and on over achieved sales could potentially have to be

paid back if the overall quarter is below expected sales levels and budgets, thus

eliminating KAM’s being over paid on commission for one month but failing to hit the

Quarter, this will be judged by account and weighted by % Contribution. Certain mitigating

factors could be considerate. 3. A bigger weighting is going to be allocated to Peer Based judgements to ensure KAM’s

are Following their duties and responsibilities as expected. These will be open knowledge

for all involved and can be challenged if assessments are seen to be unfair. 4. Commission will be paid from R1 but only once 85 % of your budget has been

achieved, we will then only start paying commission according to the levels achieved in

the months. For the end of the quarter either a payback of what was gained or deduction

of what was lost will occur. • Additional Commission will be paid on over achievements of budgets, up and above standard

commission earnings.

• If a ‘Clean Sweep’ is achieved the company will award the KAM with an incentive in the form

of an additional Paycheck at the end of the financial Year end. A clean Sweep incorporates

the following:

a. Achieving 100%+ of overall KAM budgets.

b. Achieving 95%+ Across all divisions.

c. Achieving Overall Budgeted GP%

d. Achieving 90%= on Peer Based KPI’s

 

KPI Monthly Review Document

 

 

 

Excellent Good Fair Average Poor Unacceptable

100% 90% 75% 50% 25% 0%

Budget Achieved by department Has the Employee met divisional budgets? 30,00%

GP achievement by division Has the Employee met divisional GP%/Rands budget? 20,00%

Admin

Has the KAM kept all their required documents up to do and system clean - Eg:

Planning Documents, POS Templates, Pricing on the System, Customer billings signd

off correctly, etc?

15,00%

Customer visits

Has the Key account met the monthly target of vists to their Customer base, Has

the KAM done Store visits and filled out the Store Visit report and submitted to all

parties who need to action & has the KAM's trip expense been justified by the

amount of customers visited eg Cape Town trip - back to back visits.

10,00%

Productivity Does the employee meet deadlines? Is the Employee finding ways to be more

efficient? 5,00%

Planning and Problem Solving Does the employee have the ability to find solutions to problems as and when they

arise? 5,00%

Initiative  Does the employee take the initiative to find better ways to improve their work

and the company? 5,00%

Customer Relations How has the employee managed the customer relationship? 2,50%

Retailer Marketing Have they achieved placement in all customer catalogues, broadsheets or

campaigns and all Achieved divisional Campaign strategies with customers? 2,50%

Minutes of meeting

Have minutes of meeting been received from the KAM based on outcome of

customer meetings & has the outcome of meetings promised to buyer been

actioned?

2,50%

Customer Management

Are they following up with detors regarding outstanding accounts on a monthly

basis so they could assist in a potential crisis occuring, are they managing there

returns effectively, are they in general managing their customer effectively.

2,50%

100,00% Non-Measurables

Attitude  Does the Employee demonstrate a positive attitude and enthusiasm to get the job done? 0,00

Communication Skills Does the employee have good communication skills? 0,00

Dependability  Can the employee be counted on to get the job done? 0,00

Time Keeping Is the employee punctual? 0,00

Teamwork Is the employee a team player, willing to assist when needed? 0,00

Work Quality and Consistency Is the level of work from the employee consistent and of good quality? 0,00

Job Function Has the employee fulfilled their job function? 0,00

Dedication to all departments Does employee show same dedication to each department? 0,00

Performance Evaluation Detail Employee

Evaluation

Number Based

Number Based