Video Interviews

Cranfield School of Management

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Video Interviews

The Procurement Perspective: Why should I give you an hour of my time?

John Murphy, Procurement Director at Royal Mail Group plc talks about strategic relationships and what makes them successful from his perspective.

Understanding the World of Procurement and the mind of the Professional Purchaser

Rob Maguire, Partner at Maguire Izatt, offers his thoughts around the relationship between key account managers and procurement professionals and how businesses might improve performance.

The Power of Brands: Storytelling, Purpose & Consistency

Ben Richards, Consulting Director at Radley Yeldar summarises his presentation about what brands do and how they can help to cut through and simplify huge amounts of information.

Developing Key Account Management Talent

Professor Graham Jones talks about high performing talent in the worlds of elite sport, military and business, highlighting the importance of creating the right environments for talent to thrive. Graham presents a model, comprising three key requirements, to guarantee sustainable top performance in any organisation: 1. Be clear what the expectations are regarding performance. 2. Create an environment where people can thrive and deliver on these expectations. 3. Provide the leadership to enable both of these requirements.

Digital Marketing and KAM

Steve Kemish, Managing Director of Cyance Ltd explains how digital marketing is transforming the sales process in B2B. For complex sales, smart marketing can provide sales with valuable insights, enabling sales to interpret and use the information for the gain of the business.

Leveraging your Brand with your Key Accounts

Graham Hales of Interbrand talks about a brand being a living business asset which, when managed effectively, is brought to life across every touchpoint - creating identification, differentiation and value for the business. Also important is the process of putting a financial value on the brand and creating a strategy to grow that financial value into the future.In order that this potential brand value can be realised, an organisation needs to view its customers as its partners - the voice of the customer should be very loud and clear within the organisation. Key Account Managers need to feel engaged with the brand strategy and comfortable with where the brand is heading in order to avoid the sense of competition between voices.

Leveraging your Brand with your Key Accounts

Ian Jones describes how, as a B2B brand with a value of enablement, Intel works with a strong ecosystem to bring the tiny transistors they manufacture to market. Intel's approach of focusing on key accounts, along with software and services, means they are able to identify and deliver on transformational projects which have potential to be replicated, for example throughout the financial sector. With increased connectivity and collaborative working throughout various sectors, a key consideration for the enterprise market is now delivering better performance at lower power consumption.

Leveraging your Brand with your Key Accounts

David Howie explains the importance of the Rolls-Royce brand as a key asset to open up new markets as well as to enable close working with existing key accounts. Rolls-Royce's business model is based around strong investment in collaborative Research and Development - engaging with key customers in this way helps to build assured and trusted products fit for the future, resulting in full order books.

The Challenger Sale & KAM

Customers have changed how they buy and they value a great sales experience. Matt Kiel talks about how CEB wanted to identify what type of person could deliver that great sales experience. Their recent research has identified different behaviour types and five core approaches of sales people: 1. The Hard Worker 2. The Challenger 3. The Relationship-Builder 4. The Lone Wolf 5. The Problem Solver -- as the title suggests, it was found that the Challenger approach wins when it comes to performance.

Law Firm of the 21st Century

Julie Stobart explains how Eversheds noticed an appetite amongst its clients for change with regards to some of the traditional approaches taken within the legal industry and responded by commissioning some independent research in 2008 and again in 2010. She highlights how the recession caused the perfect storm - moving what would have taken 10 years to move in normal market conditions and resulting in the client now taking centre stage. Changes are now being driven through the industry according to what the client needs, rather than law firms dictating the services they provide.

Managing Channels for Key Accounts

Mark Stanton, Key Account Director at Trend Control Systems explains how the organisation is developing its brand to supply products, service and support to end users as joint propositions with channel partners. Whilst specifications and service contracts are developed in conjunction with partners to create pull for product and value for all concerned, Trend Control System's Key Account Management team ensure that key account customers get the service, delivery and products that are required in a manner best suited to the customer.

Delivering and managing global customers through channel partnerships

Christine Barratt explains how Channel Metrics have worked with BP Lubricants on creating customer maps – where customers are and which customers would be best served through which channel. They have analysed the data and put some science around the behavioural aspects of their distributors, which in turn enables better decisions to be made around preferred distributors, or Ambassadors and how to co-operate effectively.

Delivering and Managing Global Customers through Channel Partnerships

Martin Snell, Global Channel Business Manager at BP talks about Castrol Lubricants’ 10 year plan which focuses on their route to market via select distributors and strategic relationships with original equipment manufacturers across the globe. Insights from these Key Accounts provide their business with crucial information required for more robust decision-making and high-growth.

Understanding what customers value

Anne Bruggink, Global Head of Service Delivery & Operations at Electrocomponents plc describes the relationships their B2B and B2C customers expect to build through which they can gain extra value for a lower cost. Electrocomponents is able to deliver that extra value to its customers by co-designing with suppliers in order to provide quality products and by intelligently using transportation and IT systems in order to deliver to the customer in a flexible, fast and reliable way.

Legals Aspects of Bids and Tenders

Jamie Wallis, Business Development Senior Manager summarises the changes that the legal market is going through with an increase in buyer power. The importance of understanding what the client wants and needs, as well as the importance of gaining real engagement internally is crucial to be able to offer a competitive service to their Key Accounts. Jamie explains that Addleshaw Goddard’s work with Cranfield enables partners within the business to understand their clients much better and therefore provide more tailored solutions and develop their customer relationships.

Research, Managing Bids and Tenders

Philip Drew, Director at PwC explains the importance of bids because of the huge increase in buyer power. Through his PhD research at Cranfield, Philip has identified a whole range of influences around buying decisions which include assessments of: capability and competence; service design; relationships and trust; and behavioural interaction - particularly the ability to listen and respond enthusiastically. All of these factors need careful consideration and tailoring to the needs of the person doing the buying. One size does not fit all.

Building KAM in Tetra Pak

Matts Larsson describes the steps that Tetra Pak has taken to develop and implement Key Account Management strategies in response to customer demand. Their KAM Leadership development process is used to mobilise teams internally, develop corporate ambitions, encourage best practice ways of working and inform the organisational agenda, resulting in increased value for the customer.

Anglo American Case Study

Simon Rutter explains how Anglo American has got into social media from a Business to Business perspective and how they are looking to embed the concept of a social business within its culture.

Connecting with social media

Dominic Dinardo, SVP Global Sales Engineering, describes the concept of a social enterprise. Linking employee social networks and customer and product social networks together can result in new, productive and transparent ways of working.

Releasing the power of social media

Cameron Gunn gives a summary of the research Radley Yeldar have conducted with the FTSE 100 and how they were using social media across five key social media channels for their corporate communications.

Emerging trends in value co-creation and negotiation

Professor Neil Rackham talks about the emerging trends in value selling and what this means for sales over the next 5-10 years. He goes on to describe the attributes of those salespeople who will be successful in the future.

The future for value selling

Professor Neil Rackham summarises his presentation on value creation in sales and how redesigning the boundaries between organisations is what delivers the value.

High performance coaching to change performance

Chris Shambrook, Performance Director at K2 reflects on the similarity of mindset required for both competitive sport and the sales environment and how high performance sports coaching can be used to develop excellence in sales.

Lessons from negotiating with retailers

Martin Brewis, Sales Director at Allied Milling & Baking Group shares his experience of negotiations between FMCG businesses and retailers.

Delivering your customer strategy: The role of engagement and communication

Kami Lamakan, Principle at The Loop highlights the importance of considering internal communication when developing change strategies which will add value to the customer. Simplification and customisation of messages are also a key part of driving change through an organisation.

Managing customers globally

Professor Kaj Storbacka of Vectia Ltd and Hanken School of Economics talks about how successful global growth focuses on customers and the standardization and integration of processes according to market segments

Developing KAM and Managing Complex Global Customers at IBM

John MacDonald-Gaunt, Executive Partner at IBM Global Business Services talks about the challenges involved in implementing a global strategy and what helps global accounts to be successfully managed

Trading with China

Dr Kegang Wu, Chief China Advisor at British Chambers of Commerce talks about the challenges of and opportunities for trading with China today

Insights into how organisations develop and adopt powerful pricing capabilities

Jan Thiele of McKinsey & Co speaks to Mark Davies from Cranfield School of Management

Insights and practices of KAM within Siemens

Dr Hajo Rapp of Siemens speaks to Mark Davies from Cranfield School of Management

Dun & Bradstreet's key account management journey

Nicky Keyworth of Dun & Bradstreet speaks to Mark Davies from Cranfield School of Management

Nurturing talent in order to optimise customer management

Simon Rodaway of Dun & Bradstreet speaks to Mark Davies from Cranfield School of Management

Why Allied Bakeries chose to integrate their supply chain into the customer offer

Paul Longley of Allied Bakeries speaks to Mark Davies from Cranfield School of Management

Why do so many large companies fail when they try to outsource service work?

Professor Thomas Choi of Arizona State Universtiy speak to Mark Davies from Cranfield School of Management

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