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Transcript of STRATEGIC ACCOUNT MANAGEMENTusers.ugent.be/~dgosseli/Presentations/SAM3-Vlerick.pdf · STRATEGIC...
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 11
STRATEGIC ACCOUNT STRATEGIC ACCOUNT MANAGEMENT:MANAGEMENT:
Is it about strategic management? Is it about strategic management? oror
Is it about account management?Is it about account management?
Drs. Ir. DerrickDrs. Ir. Derrick--Philippe GOSSELINPhilippe GOSSELINGent, October 24Gent, October 24, 2000, 2000
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 22
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition ofDefinition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case studyCase study
❏❏ ConclusionConclusionss
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 33
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition of Definition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ ConclusionConclusionss
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 44
Concepts behindConcepts behindStrategic Account Management Strategic Account Management
Marketing?Marketing?
Strategy?Strategy? Strategic AccountManagement ?
Strategic AccountManagement ? Sales?Sales?
Key Account Management?Key Account
Management?
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 55
Concepts behindConcepts behindStrategic Account Management Strategic Account Management
Marketing?Marketing?
Key Account Management?Key Account
Management?
Sales?Sales?Strategic AccountManagement ?
Strategic AccountManagement ?
The Strategic Concept?
The Strategic The Strategic Concept?Concept?
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 66
Strategic concept ?Strategic concept ?
Perception
Development
Opportunities
valueCREATION
valueDISTRIBUTION
in REPEATABLEin REPEATABLEwaysways
LUCKLUCK
Adapted model from Prof. AimAdapted model from Prof. Aiméé Heene: Heene: ©© 2000 Prof.Dr. A. Heene2000 Prof.Dr. A. Heene TIMINGTIMING
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 77
Concepts & DefinitionsConcepts & Definitions
The MarketingConcept ?
The MarketingConcept ?
Key Account Management?Key Account
Management?
Sales?Sales?Strategy?Strategy? Strategic AccountManagement ?
Strategic AccountManagement ?
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 88
Marketing concept?Marketing concept?
❏❏ The Economic viewThe Economic view (1920): Mechanism to promote trade between (1920): Mechanism to promote trade between industrial agents as a government policy tool.industrial agents as a government policy tool.
❏❏ The Consumer viewThe Consumer view (1960): Mechanism to promote sales by (1960): Mechanism to promote sales by manipulation of buyer behavior: 4P’s, STPmanipulation of buyer behavior: 4P’s, STP(*)(*), PLC, 4C’s, PLC, 4C’s (**) (**) ..
❏❏ The Transaction viewThe Transaction view (1970): Increase the number, (1970): Increase the number, the the volume and volume and the the value of transactions based on customer needs.value of transactions based on customer needs.
❏❏ The Relationship viewThe Relationship view (1980): Creating, developing and (1980): Creating, developing and maintaining a relationship (network) based on value creation andmaintaining a relationship (network) based on value creation anddistribution by solving customer problems.distribution by solving customer problems.
❏❏ The New Economy viewThe New Economy view (1995): Create value on an individual (1995): Create value on an individual basis (onebasis (one--toto--one) thru solutions based on the information depth one) thru solutions based on the information depth or information breadth of the products/services content.or information breadth of the products/services content.
(*) Segment, Target, Position(*) Segment, Target, Position(**) Customer Value, Cost to Customer, Convenience, Communicatio(**) Customer Value, Cost to Customer, Convenience, Communicationn
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 99
RRelationshipelationship MMarketingarketing
“ In industrial markets, it is not the manipulation of the marke“ In industrial markets, it is not the manipulation of the marketing mix ting mix which brings strategic advantage, but effective ‘Relationship which brings strategic advantage, but effective ‘Relationship Management’.Management’.
This means This means creatingcreating, , developingdeveloping and and maintainingmaintaining a network based a network based on value creation thru problem solving for the customer.”on value creation thru problem solving for the customer.”
GummessonGummesson 19871987
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1010
❏ Push products / servicesby manipulation:
! 4 P’s / 4C’s ! STP! PLC
❏ Active seller / Passive Customer❏ Atomistic market
❏ Relationship based❏ Value Creation = problem solving
! Product use! Process addes value! Transformation process
❏ Trust / credibility/ reputation
Growth = problem solvingGrowth = problem solving= Performance/ Commitment/ = Performance/ Commitment/
Trust/ LoyaltyTrust/ Loyalty
Not applicable inNot applicable inBusinessBusiness MarketsMarkets
Consumer vs Business marketingConsumer vs Business marketing
CCONSUMERONSUMER MARKETING MARKETING (C(CLASSIC 1960LASSIC 1960))
BUSINESSBUSINESS MARKETINGMARKETING(1980)(1980)
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1111
Evolution of Marketing topicsEvolution of Marketing topicsin the USAin the USA
TrendTrend
20205500InstrumentalInstrumental
100100100100100100Total (%)Total (%)404020201010ProcessProcess
10105500ServicesServices2020404080804P’s4P’s55202055StrategyStrategy
55101055Marketing Marketing 2005 ?2005 ?19701970--1990199019501950--19701970
Instrumental: Brand equity, satisfaction, loyalty (relationship marketing)Process: New products/ information use & e-business, value management, customer managementcustomer management
Source: Marketing Science Institute: Research priorities, Prof.WSource: Marketing Science Institute: Research priorities, Prof.W.Verbeke (Erasmus University).Verbeke (Erasmus University)
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1212
Concepts & DefinitionsConcepts & Definitions
Marketing?Marketing?
Key Account Management?Key Account
Management?
Strategy?Strategy?What is
Strategic AccountManagement ?
What isStrategic Account
Management ?The SalesConcepts?The SalesConcepts?
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1313
Sales concept ?Sales concept ?
❏❏ Sales = Sales = The process to create a transaction. The process to create a transaction. ❏❏ The The Type of sales processType of sales process depends on the type of transaction.depends on the type of transaction.
❏ Telemarketing, e-business, order centers, customer service groupInside salesInside sales
❏ Dedicated cross functional sales force for one customer! Contract: Uniform contract terms and coordination! Program: develop business and/or relationship
Major account Major account sales sales
❏ Team based project (temporarily)❏ Sell system: product+services+integration System salesSystem sales
❏ Individual, territory ❏ Find, call, present, sell, follow up
Transactional Transactional salessales
Source: (B. Shapiro, 1988)Source: (B. Shapiro, 1988)
Types of sales processesTypes of sales processes
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1414
Sales evolutionSales evolution
StrategicStrategicSolutionsSolutions
CommoditiesCommodities
TransactionTransactionsellingselling
SystemSystemSellingSelling
Strategic SellingStrategic Selling
Consultative SellingConsultative Selling
TechnologyTechnologyEnabled SellingEnabled Selling
Technology Technology Based SellingBased Selling
Traditional Sales
Traditional Traditional SalesSales
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1515
Concepts & DefinitionsConcepts & Definitions
Marketing?Marketing?
Sales?Sales?Strategy?Strategy?What is
Strategic AccountManagement ?
What isStrategic Account
Management ?
Key AccountManagement
concept?
Key AccountManagement
concept?
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1616
The Key Account ManagementThe Key Account ManagementConcept: Current situation (1)Concept: Current situation (1)
❏❏ Develop and maintain businessDevelop and maintain business revenues with revenues with important important customerscustomers thru customer satisfaction and increase profits thru customer satisfaction and increase profits thru customer loyalty.thru customer loyalty.
❏❏ DDedicatededicated salespersonsalesperson for an for an important customers.important customers.
❏❏ Started inStarted in businessbusiness markets in the US markets in the US ((19651965)) and and developed developed during the 1980’s during the 1980’s due todue to increasing complexityincreasing complexity of of geographic expansiongeographic expansion (National Accounts)(National Accounts)..
❏❏ RReactiveeactive modemode:: imposed by important customersimposed by important customers to reduce to reduce business complexity (costs): one face to the customerbusiness complexity (costs): one face to the customer..
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1717
The Key Account ManagementThe Key Account ManagementConcept: Current situation (2)Concept: Current situation (2)
❏❏ SSales driveales drivenn activityactivity exextendedtended with logistic, with logistic, accountingaccounting, , inventory management and relationshipinventory management and relationship responsibilitiesresponsibilities..
❏❏ PPositionedositioned within the within the sales departmentsales department..
❏❏ Evaluated on revenueEvaluated on revenuess and and paid on resultspaid on results (sales function)(sales function)..
❏❏ KKeyey account managers account managers promotedpromoted from the from the sales forcesales force..
❏❏ In most companies Key Account Managers are in average In most companies Key Account Managers are in average responsible for > 8 clientsresponsible for > 8 clients (and increasing).(and increasing).
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1818
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition of Definition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ ConclusionConclusionss
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 1919
Definition of Key Account Definition of Key Account Management (1)Management (1)
Important Customer (1982)
Important Important Customer Customer (1982)(1982)
Large, Big Major Account (1976)
Large, Big Large, Big Major Account Major Account (1976)(1976)
National Account (1980)
National National Account (1980)Account (1980)
KEY CLIENT KEY CLIENT KEY CLIENT KEY CLIENT (1992)(1992)(1992)(1992)KEY CLIENT KEY CLIENT KEY CLIENT KEY CLIENT KEY CLIENT KEY CLIENT KEY CLIENT KEY CLIENT (1992)(1992)(1992)(1992)(1992)(1992)(1992)(1992)
International Account (1994)
International International Account Account (1994)(1994)
Global Global Global Global Key Key Key Key Account Account Account Account (1996)(1996)(1996)(1996)
Global Global Global Global Global Global Global Global Key Key Key Key Key Key Key Key Account Account Account Account Account Account Account Account (1996)(1996)(1996)(1996)(1996)(1996)(1996)(1996)
Worldwide Account (1998)
Worldwide Worldwide Account Account (1998)(1998)
Multinational Account (1998)
Multinational Multinational Account (1998)Account (1998)
GLOBAL GLOBAL GLOBAL GLOBAL STRATEGIC STRATEGIC STRATEGIC STRATEGIC ACCOUNT ACCOUNT ACCOUNT ACCOUNT (1999)(1999)(1999)(1999)
GLOBAL GLOBAL GLOBAL GLOBAL GLOBAL GLOBAL GLOBAL GLOBAL STRATEGIC STRATEGIC STRATEGIC STRATEGIC STRATEGIC STRATEGIC STRATEGIC STRATEGIC ACCOUNT ACCOUNT ACCOUNT ACCOUNT ACCOUNT ACCOUNT ACCOUNT ACCOUNT (1999)(1999)(1999)(1999)(1999)(1999)(1999)(1999)
Strategic Strategic Strategic Strategic Account Account Account Account (1999(1999(1999(1999----2000)2000)2000)2000)
Strategic Strategic Strategic Strategic Strategic Strategic Strategic Strategic Account Account Account Account Account Account Account Account (1999(1999(1999(1999(1999(1999(1999(1999--------2000)2000)2000)2000)2000)2000)2000)2000)
Are those different names for the same phenomena?Are those different names Are those different names for the same phenomenafor the same phenomena??
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2020
Definition of Key Account Definition of Key Account Management (2)Management (2)
❏❏ There is no concensus on the definitions but 3 main There is no concensus on the definitions but 3 main characteristics arecharacteristics are common on Key Account Management:common on Key Account Management:
!! Commercial focus:Commercial focus: key accounts are customers representing a large key accounts are customers representing a large potential or actual sales volume as well in money terms as in potential or actual sales volume as well in money terms as in percentage of the total revenues. Sometimes they are the most percentage of the total revenues. Sometimes they are the most profitable customers profitable customers
!! Relational focus:Relational focus: key accounts expect special treatment and services: key accounts expect special treatment and services: inventory management, logistic support, special prices, special inventory management, logistic support, special prices, special reporting and customer specific applications and solutions. Key reporting and customer specific applications and solutions. Key accounts will centralise the purchase from different geographic accounts will centralise the purchase from different geographic areaarea’’s s and will involve different departments and different skillsand will involve different departments and different skills
!! Strategic marketing Strategic marketing focus:focus: key accounts can be selected because of key accounts can be selected because of their status, market leader position, to open new markets, as retheir status, market leader position, to open new markets, as ref. To f. To open new markets, for diversification, technological leadership,open new markets, for diversification, technological leadership,because they will invest.because they will invest.
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2121
What Do We Know? (1)What Do We Know? (1)
❏❏ Relationship is key in marketing to business marketsRelationship is key in marketing to business markets❏❏ Competence is key to create a competitive advantage and to buildCompetence is key to create a competitive advantage and to build
strategic relationships in business marketsstrategic relationships in business markets❏❏ business markets: pareto distribution of customersbusiness markets: pareto distribution of customers❏❏ Hypercompetition is changing nature of relationships Hypercompetition is changing nature of relationships ❏❏ CRM is about customer information not about relationshipCRM is about customer information not about relationship❏❏ Trust is at the hart of relationship building, takes time and isTrust is at the hart of relationship building, takes time and is
always based on performance, if well done, generates loyalty.always based on performance, if well done, generates loyalty.
❏❏ Limited research on relationship building with key accounts in Limited research on relationship building with key accounts in business marketsbusiness markets
❏❏ No research on impact of competences applied to key account No research on impact of competences applied to key account managementmanagement
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2222
What We Don’t Know (2)What We Don’t Know (2)
❏❏ What is the nature of a key account management process:What is the nature of a key account management process:
!! Sales driven ?Sales driven ? To manage the sales activities towards To manage the sales activities towards important customers? important customers?
!! Marketing drivenMarketing driven ?? focus on relationship building and value focus on relationship building and value creation in order to create a competitive advantage? creation in order to create a competitive advantage?
!! Strategy driven ?Strategy driven ? To manage a portfolio of strategic well To manage a portfolio of strategic well selected customers based on competence leverage together selected customers based on competence leverage together with the customer?with the customer?
❏❏ Is it profitable to build a relationship with a customer ?Is it profitable to build a relationship with a customer ?
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2323
Why was Key account Why was Key account management created? management created?
❏❏ Key account management emerged at the end of 1960 in the Key account management emerged at the end of 1960 in the US because of environmental changes which are still valid US because of environmental changes which are still valid today:today:
!! Increased concentration of buying companiesIncreased concentration of buying companies!! Increased geographic dispersion of buyers of same companyIncreased geographic dispersion of buyers of same company!! Increased pressure on costs and communicationIncreased pressure on costs and communication!! Increased desire to develop partnershipsIncreased desire to develop partnerships!! Increased complexity of buyers operationIncreased complexity of buyers operation
Assign one person: Assign one person: Key account managerKey account manager to handle to handle interface with customer from a sales point of viewinterface with customer from a sales point of view..
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2424
Why will It becomeWhy will It becomemore important? more important?
❏❏ Importance of key account management will continue to increase Importance of key account management will continue to increase because of 5 trends:because of 5 trends:
Importance Importance of Key of Key
account account managementmanagement
Industry StructureIndustry Structure
Technology ICT/ (ETechnology ICT/ (E--com & ecom & e--business)business)
GlobalisationGlobalisation
Maturity of Maturity of Industrial Industrial MarketsMarkets
Increase in Increase in Buying PowerBuying Power
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2525
Why will It becomeWhy will It becomemore important?more important?
More competitionMore competitionMore complexityMore complexityMore concentration thru M&AMore concentration thru M&AMore central purchasingMore central purchasingMore outsourcing of servicesMore outsourcing of servicesElimination of low value activitiesElimination of low value activities
Less but moreLess but moreimportantimportantcustomerscustomers
Less but moreLess but moreimportantimportantsupplierssuppliers
Account managementis an efficient and effective
process to implement
Account managementAccount managementis an efficient and effective is an efficient and effective
process to implementprocess to implement
5 Trends5 Trends5 Trends
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2626
Current view on Current view on Key Account Management (1) Key Account Management (1)
current views on “Key Accounts” are mainly Local or International oriented, Supplier Focused and have a Sales or Relationship Approach.
current views on current views on ““Key AccountsKey Accounts”” are mainly are mainly LocalLocal or or InternationalInternational oriented, oriented, Supplier FocusedSupplier Focused and have a and have a SalesSales or or RelationshipRelationship ApproachApproach..
Strategy DrivenStrategy Strategy DrivenDriven
GeographyGeographyGeography
FocusFocusFocus
ApproachApproachApproach
LocalLocalLocal
GlobalGlobal
Sales DrivenSales Sales DrivenDriven
Relationship Marketing DrivenRelationship Relationship Marketing DrivenMarketing Driven
CustomerCustomerCustomer
InternationalInternationalInternational
SupplierSupplierSupplier
Regional/NationalRegional/NationalRegional/National
©© Gosselin, Heene, 2000Gosselin, Heene, 2000
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2727
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition ofDefinition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ ConclusionConclusionss
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2828
Definition of a Strategic Account Definition of a Strategic Account
Strategic accounts :Strategic accounts : are potential or existing are potential or existing customerscustomers identifiedidentified by the by the suppliersupplier based on strategic criteria and where the supplier has based on strategic criteria and where the supplier has indicationsindications that that he is of strategiche is of strategic importanceimportance for the for the customercustomer as well.as well.
PotentialSupplier
PotentialSupplier
Existing SuppliersExisting
Suppliers
Strategic AccountsStrategic Strategic AccountsAccounts
SUPPLIERSUPPLIERSUPPLIER
CUSTOMERCUSTOMERCUSTOMER
Gosselin, Heene 2000Gosselin, Heene 2000
Existing CustomersExisting
Customers
Potential CustomersPotential
Customers
Important/Key Accounts
Important/Key Important/Key AccountsAccounts
SS SSNSNS
SS
SS
NSNS
NSNS
NS
S: StrategicS: StrategicNS: Non StrategicNS: Non Strategic
Important/Key Suppliers
Important/Key Important/Key SuppliersSuppliers
=
+
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 2929
Definition of StrategicDefinition of StrategicAccount ManagementAccount Management
‘’Strategic account management ‘’Strategic account management : is the : is the processprocess that that identifies and identifies and selectsselects strategic accounts and develops thru strategic accounts and develops thru competencecompetence building and competence leveraging a set of building and competence leveraging a set of specific and specific and uniqueunique value value propositionspropositions in in partnershippartnership with with a strategic account ‘’a strategic account ‘’
Gosselin, Heene 2000Gosselin, Heene 2000
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 3030
Classification of Classification of Account ManagementAccount Management
❏❏ We believe there are 3 different processes at work which are notWe believe there are 3 different processes at work which are notidentified as such in practice, creating a lot of confusion, identified as such in practice, creating a lot of confusion, mismanagement and failures.mismanagement and failures.
Long Term Strategic
Dynamic/InteractiveProactiveCompetitive
Advantage
Strategic Strategic Account Account
ManagementManagement
Mid TermMarketing
Static/Supplier driven
OffensiveCoordination/Relational
Key Account Key Account ManagementManagement
Short Term Sales
Static/ Supplier driven
DefensivePerformanceKey Account Key Account SellingSelling
Time FocusTime FocusBehaviourBehaviourObjectiveObjectiveNatureNatureProcessProcess
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 3131
Current views onCurrent views onAccount Management (2) Account Management (2)
❏❏ Confusion on account management is due to non recognition of 3 Confusion on account management is due to non recognition of 3 different processesdifferent processes
Strategic Strategic ManagementManagement
Strategic Strategic Account Account
ManagementManagement
Relationship Relationship ManagementManagement
Key Account Key Account ManagementManagement
Sales Sales ManagementManagement
Key Account Key Account SellingSelling
GlobalGlobalInterInternationalnational
RegionalRegionalNationalNationalLocalLocalFocusFocusProcessProcess
ComplexityComplexity
Scop
eSc
ope
Tim
e Fo
cus
Tim
e Fo
cus
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 3232
Implications ofImplications ofStrategic Account ManagementStrategic Account Management
"" SelectionSelection of Strategic Accounts: of Strategic Accounts: Portfolio/ResourcesPortfolio/Resources"" Business Business DevelopmentDevelopment Process: Process: ProactiveProactive"" StrategicStrategic Process: Process: Competitive advantageCompetitive advantage"" CompetencesCompetences of Strategic Account Manager and of Strategic Account Manager and
Organisation: Organisation: Competence drivenCompetence driven"" Organizational impact: Organizational impact: ChangeChange ManagementManagement"" Interaction with other functional departements: Interaction with other functional departements:
Competence Building and LeverageCompetence Building and Leverage..
Strategic Account Management is about creating a Strategic Account Management is about creating a customer driven organizationcustomer driven organization
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Page Page 3333
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition of Definition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ ConclusionConclusionss
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Characteristics of the processCharacteristics of the process
## Selection of Strategic accountsSelection of Strategic accounts
## Process & Resource allocationProcess & Resource allocation
## Competence Competence
## Advanced ResearchAdvanced Research
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Characteristics of the processCharacteristics of the process
## Selection of Strategic accountsSelection of Strategic accounts
## Process & Resource allocationProcess & Resource allocation
## Competence Competence
## Advanced ResearchAdvanced Research
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Account RelationshipAccount RelationshipDevelopment ModelDevelopment Model
Synergetic AMSynergetic AM
Early AMEarly AM
ComplexComplex
Level ofLevel ofInvolvementInvolvementwith thewith thecustomercustomer
SimpleSimple
Systems/SolutionsSystems/SolutionsTransactionTransactionNature of the customer RelationshipNature of the customer Relationship
Mid-AMMid-AM
Partnership AMPartnership AM
Account Relationship Development Model of
Millman & Wilson (1994)
Account Relationship Development Model of
Millman & Wilson (1994)
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Account Relationship Account Relationship Development ModelDevelopment Model
Pre-KAM Early KAM Mid-KAM Partnership KAM Synergistic KAM Uncoupling KAM
0% business 5% business 35% business 90% business 100% business
After one year Year 2 Year 3 Year 4
Product need established
Transactions commence
Selling company now one of a few "preferred suppliers"
Selling company is now in partnership with buying company
"Quasi-integration" Selling company and buying company together deliver value to the end customer
Relationship disintegrates or product fails to keep up with the market
Buying Company scrutinize price and other terms
Key account manager / key contact relationship strengthens
Operational staff get to know their opposite numbers
Contacts at all levelsFocus teams at all interfaces between supplier and customer
Key account manager's focus is to establish relationship
Key account manager working to increase volume of business
Key account manager working to establish distinctive business
Key account manager looks for opportunities for process advantage
Key account manager looks for opportunities for process advantage
Source: Prof. Malcom McDonald, Cranfield 1999, Millman & Wilson Source: Prof. Malcom McDonald, Cranfield 1999, Millman & Wilson 19941994
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Strategic selection (1)Strategic selection (1)
• Not all customers have same value• Volume is not the selection criteria• The more complex the product and the morecomplex the customer, the more chance thereis to build a partnership and create value
• Not all customers have same value• Volume is not the selection criteria• The more complex the product and the morecomplex the customer, the more chance thereis to build a partnership and create value
PartnershipJoint RelationPartnership
Joint Relation
OpportunisticPrice Driven
OpportunisticPrice Driven
ComplexComplex
CustomerCustomerRelationshipRelationshipComplexityComplexity
SimpleSimple
Systems/SolutionsSystems/SolutionsTransactionTransactionProduct/Service ComplexityProduct/Service Complexity
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Strategic Segmentation (2)Strategic Segmentation (2)
Model of CespedesModel of Cespedes
1.1. Assessment of the direct and indirect Assessment of the direct and indirect profitabilityprofitability potential of the potential of the customer;customer;
2.2. Assess the potential for Assess the potential for organizational learningorganizational learning thru the key thru the key customer: depends on the degree of services and the potential tocustomer: depends on the degree of services and the potential tostandardize the service processes of the customer;standardize the service processes of the customer;
3.3. Analyze the type of Analyze the type of transactiontransaction: is it possible to increase the : is it possible to increase the profitability of this customer based on the transaction cost profitability of this customer based on the transaction cost drivers?drivers?
Source: F. Cespedes, 1995 HBS PressSource: F. Cespedes, 1995 HBS Press
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Strategic Segmentation (3)Strategic Segmentation (3)
Outsource these customersOutsource these customersNNNNNN
Marginal interesting do not investMarginal interesting do not investNNYYNN
Increase volume if possibleIncrease volume if possibleYYNNYY
Keep and invest in those customersKeep and invest in those customersYYYYYY
Important but not strategicImportant but not strategicYYYYNN
Keep but Do not further investKeep but Do not further investYYNNNN
Increase volume and profitabilityIncrease volume and profitabilityNNNNYY
Keep but Increase profitabilityKeep but Increase profitabilityNNYYYY
Generic strategyGeneric strategyProfitableProfitableSignificantSignificantStrategicStrategic
Model of WhitneyModel of Whitney
Source: J. Withney, 1996, HBRSource: J. Withney, 1996, HBR
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Strategic Selection (4)Strategic Selection (4)
7 S Model of Gosselin7 S Model of Gosselin
Do the supplier and customer have and do they Do the supplier and customer have and do they agree on a common strategy for the long term?agree on a common strategy for the long term?Strategic FitStrategic Fit
If volume is low value with the customer, your value If volume is low value with the customer, your value could be very low as well?could be very low as well?Significant Significant
Margin or Potential MarginMargin or Potential MarginSoundSound
Do we want to be seen as a partner with this Do we want to be seen as a partner with this customer? Do we put enough resources to get him?customer? Do we put enough resources to get him?SustainableSustainable
Do you want this type of customer? Is it a reference Do you want this type of customer? Is it a reference for future business?for future business?SympathySympathy
Cultural compatibilityCultural compatibilitySynergySynergy
Size of the customer marketSize of the customer marketScale Scale
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Account Management PortfolioAccount Management Portfolio
Model of McDonaldModel of McDonald
Manage for Manage for cash/withdrawcash/withdrawMaintainMaintain
SelectivelySelectivelyInvestInvestInvest/GrowInvest/Grow
Competitive strengthCompetitive strength
Customer Customer AttractivenessAttractiveness
H
H
L
L
Model is Model is based on based on
the classic the classic McKinsey McKinsey
modelmodel
Key /Strategic accountsKey /Strategic accounts
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Positioning of StrategicPositioning of StrategicAccount ManagementAccount Management
Positioning Model of Gosselin & Heene (2000)Positioning Model of Gosselin & Heene (2000)
Captive Captive CustomersCustomers
Transactional Transactional CustomersCustomers
Strategic Strategic AccountsAccountsKey AccountsKey Accounts
Relationship willingnessRelationship willingness(Customer)(Customer)
Competence Competence Leverage Leverage WillingnessWillingness
(Supplier)(Supplier)
H
HL
L
Not stable: Invest in specific
solutionsor managefor profit
Not stable: Invest in specific
solutionsor managefor profit
Invest in relationship
or reduceinvestments
Invest in relationship
or reduceinvestments
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Characteristics of the processCharacteristics of the process
## Selection of Strategic accountsSelection of Strategic accounts
## Process & Resource allocationProcess & Resource allocation
## Competence Competence
## Advanced ResearchAdvanced Research
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The Principles ofAccount Management Process
SourceSource: Senn & : Senn & ZeierZeier 20002000
Winning and
keeping Strategic
Customers
Winning and
keeping Strategic
Customers
Building LongBuilding Long--term Relationsterm Relations
Developing Consistent Products/ServicesDeveloping Consistent Products/Services
Providing a Network OrganizationProviding a Network Organization
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Where do successful Where do successful Companies perform better?Companies perform better?
Study conducted by the University of St.Gallen: Senn 1998 & 1999, Senn & Arnold 1999:• N = 200, CS = Customer Satisfaction. High-low pairs significantly different at .01 level• Avg. CS of High Performing Group = 79%, Avg. CS of Low Performing Group = 63%• Results based on supplier performance resp. customer satisfaction ratings by their key accounts
65 % 40 %
68 % 42 %
69 % 46 %
Building LongBuilding Long--term Relationsterm Relations
Developing Consistent ProductsDeveloping Consistent Products & Services& Services
ProvidingProviding a Network a Network OrganizationOrganization
High Performers
(Avg. Performance)
Low Performers
(Avg. Performance)Account Management Processes
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Building the Framework (I)Combining Processes
with the Implementation View
Defining Goalsand Objectivestogether withStrategic Accounts
Step I Step IIAligning BusinessProcesses betweenSupplier & Customer Organization
Step IIILeveraging Know-how and accelerating Learning Processes
Building Long-term Relations
Developing ConsistentProducts & Services
Providing a Network Organization
1
2
3
4
5
6
7
8
9
SourceSource: Senn 1994 : Senn 1994 –– 1999, Senn & 1999, Senn & ZeierZeier 20002000
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Building the Framework (II) Nine Areas to allocate
Account Resources
Defining Goalsand Objectivestogether withStrategic Accounts
Step I Step II Step IIIAligning BusinessProcesses betweenSupplier & Customer Organization
Leveraging Know-how and accelerating Learning Processes
Building Long-term Relations
Developing ConsistentProducts & Services
Providing a Network Organization
1
2
3
4
5
6
7
8
9
SourceSource: Senn & : Senn & ZeierZeier 20002000
CustomersCustomers
SolutionsSolutions
PeoplePeople
RelationshipsRelationships
ProcessesProcesses
StructuresStructures
KnowledgeKnowledge
SystemsSystems
InformationInformation
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Key success drivers
"" Successful Strategic Account Management goes beyond Successful Strategic Account Management goes beyond „traditional“ customer relationship and sales management. „traditional“ customer relationship and sales management.
"" It is essential to assess the relevant business drivers and It is essential to assess the relevant business drivers and allocate account resources accordingly.allocate account resources accordingly.
CustomersCustomers
SolutionsSolutions
PeoplePeople
RelationshipsRelationships
ProcessesProcesses
StructuresStructures
KnowledgeKnowledge
SystemsSystems
InformationInformation
Benchmarks from an International Research Project; Measures based on Industrial Supplier Performancerated by Key Accounts, n = 200; Senn & Arnold (1999), Thexis No. 4, University of St.Gallen.
Key Success DriversKey Success Drivers
Classic Focus Classic Focus
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Characteristics of the processCharacteristics of the process
## Selection of Strategic accountsSelection of Strategic accounts
## Process & Resource allocationProcess & Resource allocation
## Competence Competence
## Advanced ResearchAdvanced Research
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RoleRoleRole IssuesIssuesIssues
Role of the Role of the Strategic Account ManagerStrategic Account Manager
AMAMSupplierSupplier CustomerCustomer
• Sales person• Product seller• Interface• Relationship?• Team player?• Administration • Co-ordinator
• Sales person• Product seller• Interface• Relationship?• Team player?• Administration • Co-ordinator
• Culture• Management
Support• Communication• Systems/Process• Turf wars• Authority• workload/focus• Credibility
• Culture• Management
Support• Communication• Systems/Process• Turf wars• Authority• workload/focus• Credibility
TraditionalTraditional Key Account SellingKey Account Selling
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Strategic Account ManagerStrategic Account ManagerCompetencesCompetences
Source: A. Millman & K. Wilson, 2000Source: A. Millman & K. Wilson, 2000
99Industry & Market KnowledgeIndustry & Market Knowledge
22Global Team leadership & ManagementGlobal Team leadership & Management
1010Customer KnowledgeCustomer Knowledge
77Cultural EmpathyCultural Empathy
55Strategic Vision & PlanningStrategic Vision & Planning
33Business & Financial KnowledgeBusiness & Financial Knowledge
88Selling SkillsSelling Skills
66Problem Solving CapabilitiesProblem Solving Capabilities
44Relationship management skillsRelationship management skills
11Communication skillsCommunication skills
Importance RankingImportance Ranking
1 = Most Important1 = Most Important10 = Less Important10 = Less Important
SellingSelling
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Strategic Account Manager:Strategic Account Manager:Competence ProfileCompetence Profile
Analyst
PoliticianCoordinator
Strategist POLITICALPOLITICALENTREPRENEUR:ENTREPRENEUR:
•• Influence powerInfluence power•• Take opportunitiesTake opportunities
The strategic account manager must have the capability to The strategic account manager must have the capability to solve problemssolve problems for the customer and realize for the customer and realize entrepreneurial entrepreneurial opportunitiesopportunities thru the thru the coordinationcoordination and application of personal, and application of personal, team and organizational competences, team and organizational competences, withoutwithout having the full having the full controlcontrol over all resources.over all resources.
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Impact of the context onImpact of the context onCompetencesCompetences
pEpEEntrepreneurEntrepreneur
pepeSalesSales
PEPEPotential CEO ?Potential CEO ?
PePeRelational Relational ManagerManager
Degree of organisational Degree of organisational Interdependence and IntegrationInterdependence and Integration
Levels of Levels of Organisational Organisational complexitycomplexity
H
H
L
LP: Political P: Political E: EntrepreneurialE: Entrepreneurial
Strategic AccountManagement
Strategic AccountStrategic AccountManagementManagement
Key AccountKey AccountManagementManagement
Key Account SellingKey Account Selling
Source: SAMA, K. Wilson, 2000Source: SAMA, K. Wilson, 2000
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Characteristics of the processCharacteristics of the process
## Selection of Strategic accountsSelection of Strategic accounts
## Process & Resource allocationProcess & Resource allocation
## Competence Competence
## Advanced ResearchAdvanced Research
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Market Performance inMarket Performance inStrategic Account ManagementStrategic Account Management
Preliminary Research on Strategic Account Management at Ghent Preliminary Research on Strategic Account Management at Ghent University, Department of Management and OrganizationUniversity, Department of Management and Organization (FEB)(FEB) suggests suggests a high probability a high probability that:that:
Source: D.P. Gosselin, 2000Source: D.P. Gosselin, 2000 (*) Growth in % Customer Market Share and % of Company Portfolio(*) Growth in % Customer Market Share and % of Company Portfolio sold to the Accountsold to the Account
1.1. The market performanceThe market performance (*)(*) of a suppliers with a strategic customer is of a suppliers with a strategic customer is related to the related to the PLC of the customerPLC of the customer. This implies a process of dynamic . This implies a process of dynamic allocation of resources: different relationalallocation of resources: different relational behavioursbehaviours at at different different timestimes and the willingness to invest in specific and time related and the willingness to invest in specific and time related customers customers solutionssolutions using all available company competences.using all available company competences.
2.2. The The market performancemarket performance of a supplier is higher with strategic selected of a supplier is higher with strategic selected customers if the supplier customers if the supplier adjust his offeradjust his offer and performance according and performance according to the to the PLC of the customer’sPLC of the customer’s Decision Units.Decision Units.
3.3. Market performanceMarket performance with strategic customers is higher if awith strategic customers is higher if an explicit n explicit and recognizedand recognized fitfit exists between the exists between the strategies of bothstrategies of both the supplier the supplier and the customer.and the customer.
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ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition of Definition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ ConclusionConclusionss
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
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Schurter Group: Profile
❏ Founded 1933 in Lucerne, Switzerland❏ Privately held company❏ Worldwide active supplier of passive components for
electronics industry❏ Sales turnover (1999) = USD 91.5 Mio❏ Number of employees worldwide (1999) = 1000❏ 11 subsidiaries and more than 100 agencies around the world❏ About 5‘000 components and parts for 10‘000 customers ❏ Highly competitive market, global perspective is mandatory❏ Strong customer demand for globally coordinated sales efforts
This Case study was Developped by Dr. C. Senn and Dr.R. Zeier This Case study was Developped by Dr. C. Senn and Dr.R. Zeier ©© 2000, Account Management Center, Zurich2000, Account Management Center, Zurich
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Schurter Group: Product Range
CONNECTORS/CONNECTORS/POWER ENTRY POWER ENTRY MODULESMODULES
INPUT SYSTEMSINPUT SYSTEMSINPUT SYSTEMS
CIRCUIT BREAKERS CIRCUIT BREAKERS FOR EQUIPMENTFOR EQUIPMENT CBECBE
FUSE-LINKS / FUSEHOLDERSFUSEFUSE--LINKSLINKS / / FUSEHOLDERSFUSEHOLDERS
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The Challenge
„Although we were doing a good job in the market, we faced an increasing demand for coordinated international marketing and sales activities.Our most important customers were explicitly asking Schurterto implement a Key Account Management Program.The only problem was that we thought we were already doing it.“
H.R. Schurter, President and CEO
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The Mission
„First, the Implementation of a Strategic Account Management Program must help us to cope successfully with the increasing trend to reduce suppliers. Second, we also want to strengthen our position as a global supplier in the global market.In any case, however, we are expecting results and not just brilliant concepts or management buzzwords!“
A. Lauber, COO
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SolutionsSolutions
What would you have done?
CustomersCustomers
PeoplePeople
RelationshipsRelationships
ProcessesProcesses
StructuresStructures
KnowledgeKnowledge
SystemsSystems
InformationInformation
According to an extensive internal and external analysis a few years ago, the Schurter group showed improvement potential in three SAM areas: Solutions, Structures and Knowledge. In this session, we are going to focus on resource allocation problems in the following two areas : (1) Solutions and (2) Structures.
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What would you do, if ... (I)
Initial Situation:Most recently, two of Schurter‘s main customers in the Telecom market segment merged, forming one of the world‘s leaders for mobile phones and related equipment. After having examined the actual purchasing processes, the customer declared international supplier prices as an urgent issue and approached Schurter to discuss the massive price differences for Schurter products in Europe and Asia.
Would you ...(a) Develop arguments for pursuing a price discrimination strategy?
(b) Establish a three-year plan and go for a step-wise harmonization?
(c) Establish a uniform world-price for all customers as soon as possible?(d) ...
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After a highly disputed Decisionfor a World-price List Key Account
Revenues increased dramatically
1996 1997 1998 19990
50
100
150
200
250
300
350
400
450
500
Growth Rate of PilotCustomer X = + 303 %
Turnover 1996 = Index 100
Avg. Growth Rate ofSchurter = + 7%
Avg. Industry Growth Rateper Year = + 5%
403
127115100
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What would you do, if ... (II)
Initial Situation:After having successfully solved the international pricing issue, Schurterfaced another request from customer side. As one customer said: „We want our suppliers to take care of our business on a global level. Anything else is not acceptable!“
Note: Schurter sells to global customers like Ericsson, Nokia, Philips,Siemens, etc.
Would you ...(a) Promote Schurter‘s best sales people to Global/Strategic Account Managers?
(b) Established multi-functional account teams?
(c) Set up a separate Strategic account business unit?(d) ...
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Basic Configuration of Schurter‘s Account Team
for Customer Philips
R&D/Production
CustomerSupportServices
TopManagement
Strategic Account Manager(Team Leader)
Local SalesReps
ProductManagement/Marketing
Finance andAdministration
TeamTeamPhilipsPhilips
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Mirroring the Customer‘s Organization was essential for long-term Success
Dedicated Schurter Account Teams consist of the same basic configuration as in the Philips example but finally mirror the customer‘s organization.
R&D/Production
CustomerSupportServices
(Customer,if possible)
Key Account Manager(Team Leader)
Local SalesRep(s)
ProductManagement/Marketing
Top Management
AccountAccountTeamTeam
11
......
22
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SolutionsSolutions
Schurter Group Key Account Management:Project Goals and Milestones
Project Goals:
1. Improved Coordination at Group Level= World price list
2. Better Integration of Customer Needs = Focus on Design-in Stage
3. Increased Revenues= + 20% turnover and profit with all pilot accounts by end of 1999
CustomersCustomers RelationshipsRelationships KnowledgeKnowledgeStrategicLevel
PeoplePeople StructuresStructures InformationInformationOrganizat.Level
ProcessesProcesses SystemsSystemsFunctionalLevel
Step I(1997)
Project Milestones:
Step II(1998)
Step III(1999)
Yearly project focus (mostresources allocated)
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 6969
Results (I)
❏ Better internal coordination at group level fully achieved. All prices for global customers are harmonized (max. +/- 5 percent).
❏ Better integration of customer needs fully achieved.
❏ Lost / New business in South America and Asia regained.
❏ Revenue objective exceeded by three times. Average growth ofturnover and profits per customer = + 69%, while overallcompany growth rate = + 7 % and industry growth rate = + 5%.
❏ In two cases also “Preferred Global Supplier” status achieved.
❏ Much more stable business relationships.
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7070
Results (II)
„We had to learn that implementing Strategic Account Management is an investment. It takes usually years until the desired results are achieved. Today, however, we consider SAM as an important management process which clearly helps us to secure our partnerships with strategic customers as well as to grow our most important business.“
H.R. Schurter, President and CEO
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7171
Lessons from the Case
❏ By focusing on global customers, sales and profits can increase up to + 300 % with one Strategic account
❏ SAM implementation at global level takes 2 - 3 years
❏ A sound implementation framework can save 1 – 2 years of work
❏ Selling the SAM program to the internal organization is more important than selling it to customers
❏ Improved internal coordination needs clear top-down decisions
❏ When conducting a pilot project, always start with 3 – 5 customersto prevent from internal „sabotage“
❏ A CRM-tool is a helpful support instrument, but definitely nota prerequisite for a SAM program at any level
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7272
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition of Definition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ Conclusions Conclusions
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7373
Conclusions (1)Conclusions (1)
❏❏ Develop Strategy, based on Develop Strategy, based on customer portfoliocustomer portfolio and not on and not on products.products.
❏❏ SelectSelect your customers and focus, based on relationship your customers and focus, based on relationship potential.potential.
❏❏ Think in terms of value for the customer, using Think in terms of value for the customer, using all all capabilitiescapabilities of the company to solve problems.of the company to solve problems.
❏❏ Trust = Be immediately available for the customer with the Trust = Be immediately available for the customer with the same teamsame team..
❏❏ Use Account Management for the most important customer Use Account Management for the most important customer portfolio who are willing to develop a relationship.portfolio who are willing to develop a relationship.
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7474
Conclusions (2)Conclusions (2)
❏❏ AAccountccount managers are managers are notnot salessales pepeopleople●● focus on relationshipfocus on relationshipbuildingbuilding●● SolutionsSolutions/coordination/coordination●● long termlong term●● EntrepreneurshipEntrepreneurship
❏❏ LimitLimit the number of key the number of key customerscustomers! Not applicable for ! Not applicable for everyone: everyone: very expensivevery expensive
❏❏ Key account management only possible if Key account management only possible if operationsoperations are are integrated in the process !integrated in the process !
❏❏ A key account is a market on its own => Develop a A key account is a market on its own => Develop a customer business plan to approach and deliver in a customer business plan to approach and deliver in a consistent wayconsistent way
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7575
Conclusions (3)Conclusions (3)
❏❏ It takes a lot of It takes a lot of commitmentcommitment to implement a strategic account to implement a strategic account organization: time, resources, top management focusorganization: time, resources, top management focus
❏❏ Internal communicationInternal communication is key (80% of success)is key (80% of success)
❏❏ Selection of Selection of strategic accountsstrategic accounts:: criteria!criteria!
❏❏ CRM is not about Strategic Account Management. A customer CRM is not about Strategic Account Management. A customer database software can not compensate for a bad process or database software can not compensate for a bad process or strategy.strategy.
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7676
ContentContent
❏❏ Concepts & DefinitionsConcepts & Definitions
❏❏ Different types of Different types of Account ManagementAccount Management
❏❏ Definition ofDefinition of Strategic Account ManagementStrategic Account Management
❏❏ Strategic Account Management ProcessStrategic Account Management Process
❏❏ Case StudyCase Study
❏❏ ConclusionsConclusions
❏❏ SummarySummary
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7777
Summary (1)Summary (1)
❏❏ 55--7 times more easy and cost effective to grow the existing 7 times more easy and cost effective to grow the existing customer base.customer base.
❏❏ Value of a “Strategic Relationship” is worth 15% price increase.Value of a “Strategic Relationship” is worth 15% price increase.
❏❏ Select customers on “Relationship” potentialSelect customers on “Relationship” potential, strategic fit and , strategic fit and your willigness to invest in specific competence leverageyour willigness to invest in specific competence leverage
❏❏ Strategic account management is a different process compared to Strategic account management is a different process compared to key account management or key account sellingkey account management or key account selling
❏❏ Its nature is more strategic, interactive, dynamic, proactive anIts nature is more strategic, interactive, dynamic, proactive and d competence driven than a sales or marketing processcompetence driven than a sales or marketing process
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7878
Summary (2)Summary (2)
❏❏ Building a customer focused organisation for competitive Building a customer focused organisation for competitive advantage in business markets implies to manage a customer base advantage in business markets implies to manage a customer base thru strategic account managementthru strategic account management
❏❏ The strategic account manager should coordinate the dynamic The strategic account manager should coordinate the dynamic resource allocation and solution adjustment related to the PLC oresource allocation and solution adjustment related to the PLC of f the customer: This is a top management function.the customer: This is a top management function.
❏❏ Top management should understand their role, the change impact,Top management should understand their role, the change impact,investments and process implications needed to introduce investments and process implications needed to introduce Strategic account management: It takes time, money, vision and Strategic account management: It takes time, money, vision and leadership to succeed.leadership to succeed.
© 2000, Gosselin D.P.© 2000, Gosselin D.P.October, 2000 BelgiumOctober, 2000 Belgium
Ghent Ghent UniversityUniversity BelgiumBelgiumFaculty of Economics and Business AdministrationFaculty of Economics and Business Administration
Departement of Management and OrganizationDepartement of Management and Organization
Page Page 7979
ReferencesReferences
❏❏ SAMA: Strategic Account Management Association : SAMA: Strategic Account Management Association : http://www.nams.orghttp://www.nams.org❏❏ Research on Strategic Account management Ghent University: Research on Strategic Account management Ghent University:
http://studwww.rug.ac.be/~dgosselihttp://studwww.rug.ac.be/~dgosseli❏❏ Research on Sales & Account Management Erasmus University: Research on Sales & Account Management Erasmus University:
http://www.erasmusforum.nl/index.htmlhttp://www.erasmusforum.nl/index.html❏❏ Sales Research Trust of Dr. Kevin Wilson: Sales Research Trust of Dr. Kevin Wilson: http://www.saleshttp://www.sales--researchresearch--
trust.org/trust.org/
❏❏ Lewis, J.D. (2000) «Lewis, J.D. (2000) « Trusted Partners, How Companies build Mutual Trust Trusted Partners, How Companies build Mutual Trust and Win Togetherand Win Together », Free Press: New York», Free Press: New York
❏❏ Verbeke, W and Nagy, J. (2000) «Verbeke, W and Nagy, J. (2000) « Adaptief en Strategisch Adaptief en Strategisch AccountmanagementAccountmanagement », Samsom: Alphen a/d Rijn, Netherlands.», Samsom: Alphen a/d Rijn, Netherlands.
❏❏ McDonald, M. and Rogers, B. (1998) «McDonald, M. and Rogers, B. (1998) « Key Account ManagementKey Account Management », », Butterworth Heinemann: Oxford, UK.Butterworth Heinemann: Oxford, UK.
❏❏ Day, G.S. (1999) «Day, G.S. (1999) « The Market Driven OrganizationThe Market Driven Organization », Free Press: New York», Free Press: New York