Many organizations make the mistake of simply moving their best sales people into key account manager roles. That’s a mistake, because KAM is about changing the way people work — it is not just a sales technique. Converting the best sales people into key account managers might mean as a bunch of people into a role they are not really comfortable with, and subsequently we just lost your best sales people as a result. In fact, there are technical people and project managers who can make great KAMs. We need to analyse that what are the skillsets the role requires - a broad range of skills, including financial, consultative, planning, interpersonal and influencing skills and then pick the right person for the role and then impart adequate training to them so that they evolve as a successful Key Accounts Managers.