The global economy is becoming increasingly complex and, since we work in  the strategic account management environment, we can see the impact it has on the day-to-day role of strategic account managers (SAMs). We are finding the skill set of the strategic account manager constantly evolving and increasing in demand due to today’s disruptive environment. With customer integration increasing, it creates additional complexity to build trustworthy relationships and partnerships. SAMs’ own organizations are evolving and often centralizing, adding more to the SAM’s plate not only in terms of skill set but also number of accounts, expectations for growth and required competencies. SAMs are being stretched thin, from both a customer and internal perspective. Today’s SAM really does feel like she/he needs superpowers to do the job.

We are living in a world of skyrocketing complexity and information overload, and a combination of trends in today’s economy are driving companies to shift to a SAM culture and mindset. One of the key pressure points that we see is the increased complexity and diversity of types of customer problems suppliers are asked to solve. Facing more complex and broader issues, SAMs have no choice but to engage differently to differentiate themselves. 

Living as we do in a world overloaded with data, we increasingly look to technology to help us deliver valuable, relevant customer hindsight, insight and foresight. But to do so requires better data management, including a mastery of how disparate data sources connect and communicate in order to translate this information into relevant customer insight and foresight. 

As the closest person to the customer and the owner of the customer-supplier relationship, is the SAM or KAM alone with all of the demands wrought by the new economy? We argue the opposite. Every superhero needs a partner, and the very best SAMs know when and how to bring the best people to the table to ideate, innovate and create impact for their customers. 

Enter Marketing.