Introduction

In the fast-paced world of FMCG, where relationships with major retailers can make or break a brand, the role of the Key Account Manager (KAM) is pivotal. But what happens when a KAM leaves, retires, or is promoted? How do companies ensure that the trust built with key clients doesn’t vanish overnight?

These are the questions tackled in a compelling master’s thesis by Celine Opsomer (Ghent University, 2022), titled “How Do FMCG Companies Enable a Smooth Succession of Key Accounts?”. Through in-depth interviews with Belgian (key) account managers, Opsomer uncovers the real-world practices—and pitfalls—of account succession in the FMCG industry.

You can access the full thesis here (https://lib.ugent.be/catalog/rug01:003060879).

Why This Research Matters

In FMCG, a few key clients often represent the lion’s share of revenue. According to the Pareto principle, 20% of clients can account for 80% of income. That’s why succession planning for key accounts isn’t just an HR issue—it’s a strategic imperative.

Yet, as Opsomer points out, academic literature has largely overlooked this topic, especially in the context of FMCG. Her research fills this gap by exploring how companies manage transitions without damaging the trust that underpins long-term customer relationships.

Key Findings: What Makes a Smooth Succession Work

🔄 1. Anticipation Is Everything

Most successful transitions were planned in advance—often triggered by workload increases, promotions, or retirements. When transitions were unplanned (e.g., sudden resignations), successors struggled to rebuild trust.

“The accessibility of the predecessor is crucial,” Opsomer notes. “It’s the main factor for the successor to build a trustful customer-supplier relationship.”

🤝 2. Trust Is the Currency

Trust emerged as the single most important factor in maintaining strong customer relationships. When predecessors introduced successors personally and remained available for questions, trust was preserved.

“Guaranteeing continuity creates trust,” said one account manager. “Customers need to know they’re not being abandoned.”

📋 3. Feedback and Handover Matter

Most successors received 2–3 weeks of feedback, often in the form of “do’s and don’ts.” However, Opsomer suggests that feedback should go beyond tips—it should include structured guidance and ongoing support.

🧭 4. Internal vs. External Hires

Half of the successors were internal hires. While internal candidates bring known skills and cultural fit, external hires often lacked structured onboarding or assessments. Only one out of twelve interviewees had to complete a business case.

“Companies should use multiple assessment methods to ensure the right fit,” Opsomer recommends.

📞 5. Relationship Style Varies by Role

Key Account Managers tended to view relationships as strategic and business-focused, while Account Managers emphasized personal connections. Both styles have merit—but personal rapport can be a powerful differentiator.

Best Practices for Succession Planning in FMCG

Based on Opsomer’s findings and existing literature, here are five actionable strategies for FMCG leaders:

✅ 1. Plan Ahead

Anticipate transitions due to promotions, retirements, or workload shifts. Don’t wait for a crisis to find a successor.

✅ 2. Prioritize Internal Talent

Internal hires tend to perform better and stay longer. Develop a clear career path for account managers to reduce turnover.

✅ 3. Structure the Handover

Include:

• A joint review of the account file
• A co-visit to the client
• A formal introduction
• A follow-up period

✅ 4. Ensure Continuity

If the predecessor is unavailable, assign a known contact (e.g., sales director or assistant) to maintain familiarity and trust.

✅ 5. Invest in Relationship Building

Encourage successors to build both strategic and personal rapport. Trust, commitment, and communication are the foundation of long-term success.

Conclusion: Succession Is a Strategic Lever

Celine Opsomer’s research makes one thing clear: a smooth succession isn’t just about filling a vacancy—it’s about preserving trust, continuity, and performance. In the high-stakes world of FMCG, where a single account can represent millions in revenue, getting this right is non-negotiable.

By adopting structured, people-centered succession practices, FMCG companies can turn transitions into opportunities—and ensure that their most valuable relationships don’t walk out the door.