How to cultivate business relationships to build resilience and long-term value

Over the course of my career, I’ve had the privilege of working on some fascinating research into what makes key account relationships successful, both from the perspective of client needs and the attributes required for account managers to thrive.

This article is built around 2 examples of research that were used to support best practice reviews with academic input to the final client papers.

Both these projects were highly motivational to work on and inspired by own learning and development in key account management and direction.

The first is a project where we were working with a very technically advanced organisation with complex processes. Complex because of the processes they worked through, and the demanding levels of safety required.

The research we undertook applied a framework involving 1-2-1 qualitative interviews, research design applying the qualitative findings and a quantitative study, measuring importance of relationship attributes and the extent to which the attributes were delivered. The output fed into a gap analysis and matrix reporting, this robust methodology provided prioritisation of results according to stakeholder and customer importance.

We had completed several waves of research at different points in the processing journey, some of which fed into development and learning.?Our client was sharing our research with Cranfield University, I was fortunate to receive the benefit of learning from Professor Lynette Ryals OBE, particularly about the key attributes of high-performing Key Account Managers and the management processes that underpin long-term partnerships.

That research highlighted the importance of emotional intelligence, proactive problem-solving, and the ability to align internal resources with client objectives – all vital in building trust-based relationships across different stakeholder groups.

Later, whilst working with a construction and investment organisation who engaged in 25/30-year relationships with clients, we undertook research with various partners and end users of services. This project engaged a significant number of qualitative and quantitative interviews, using a combined methodology and advanced analytical process to ensure each group research was identified and their requirements benchmarked.

The research reinforced how transparent communication, shared goals, and placing the end customer’s best interests at the heart of the partnership creates stronger, more sustainable collaborations. I was fortunate to share in the significant experience of Gary Burke at Aston University, we explored business partnering models and how aligning expectations we had garnered between clients and suppliers drives mutual success

These insights have directly shaped my approach to senior account management. Whether leading complex multi-market programs or long-term engagement studies, I’ve always believed that success comes from understanding what both sides value and consistently delivering against those priorities.

With clients under increasing pressure to demonstrate ROI and deliver transformative outcomes, the role of strategic account management has never been more critical.

I'm passionate about bringing both research-based principles and hands-on experience to help businesses unlock the full value of their customer and employee feedback programs.

DM me if you would like to know more.

What do you see as the most important ingredients for building lasting, high-value key account partnerships?