Getting started with Key Account Indicators

In my previous blog, I talked about the term: Key Account Indicators (KAI).  What are they, and why you should use them in the first place? In this blog, I would like to show you how we as Smarties (Smart Profile employees) use KAI and how you can do the same.

Let’s start.

As an example, let’s say I want to bring attention to a new product. This product is an Alert Dashboard (it goes live in April) in the ICT sector. How do I best determine the target audience for this new product? We are going to do this based on the indicators.

1.  Defining KAI 

What are the aspects that a relevant account must satisfy for us? As Smart Profile, we have been active in the ICT market for some time, but it is still good to critically look at the KAI. So I made an appointment with Sales & Products and Services to discuss the KAI for this product.

This resulted in the following, namely, accounts that:

  •  Operate in the Benelux
  • With a focus on B2B
  • Active in the ICT sector
  • With local presence of Sales, Marketing or Business Development
  • Experience strong competition on their product/service offering
  • Have a local commercial team of at least three people
  • Are looking to understand the KAI of the potential customer (KAIception)

Now that we have defined the KAI, it’s time to see which companies fall within these indicators. For example, I use our database, the MarketBase, supplemented with our CRM system’s insights to determine the relevant target group. From that, I arrive at my relevant target group with accounts and decision-makers. This group is approximately 2200 decision-makers.

2. Analysing KAI

Now that we have companies with contacts, we can get started. Since it is a fairly large group, I choose to send this group an email about this new product. This is because we have an email address available with the majority of them. From the mailing responses, we can then determine which parties have priority to be followed up.

I do choose to crystallise my KAI further. So I create three separate emails, each with a different approach—one for Marketing, one for Sales and one for Business Development. The added value of this new product is slightly different for each role. As a call-to-action, I choose to lead the recipient to a page with more information, on which they can download additional information.

3. Activating KAI 

When my emails and the target groups are ready, I can send them. All downloads get the highest priority and will receive a call first, then the clicks follow. If there is substantial interest, the lead will be further forwarded to Sales. And voila!

Also, you may come across insights along the way or in feedback that make you want to fine-tune your KAI.

This is one of the examples of how I work with the KAI myself. Want to get started with this yourself? Then follow the checklist below.

KAI checklist

If you have not worked with Key Account Indicators before, it is good to determine the KAI for the entire organisation. It is wise to do this with several (commercial) departments from your company to gain even more insight. You can ask yourself the following questions:

  • 1. Does the size of an account matter?

    • Do you focus more on the small/medium segment or the large parties (enterprise)?
    • Is there a minimum or maximum turnover attached to this?
    • Does the number of employees (in a specific department) influence the purchase?
    • To what extent does local presence have an influence?
  • 2. What sector or sectors use your products or services?

    • Also, think about why it is interesting for these sectors to purchase your product or service. What problem do you solve for the customer?
    • What specific characteristics can the company have that will make you win over your competitor?
  • 3. Who in an organisation decides whether to purchase your product or service?

    • Are the decision-makers the same people who use your product or service (if this is not the case, it is good to take action on this party as well, since they are essential influencers)?
    • Can these be multiple positions?
  • 4. Is there urgency from within the company?

    • What changes in a company are essential for your services? For example, an increase in the number of employees or a specific department, an outdated system or a promotion. Think carefully about this because these can be perfect triggers to start a conversation with a party.

Add these points together, and you have your KAI departure point; good luck!

If you need any help with this, I will be happy to help.