IMD-3-1852 © 2007
Winter, Nie; Vollmann, Thomas E.; Francis; Inna
This case series explores the dilemmas faced by the key account manager made to handle one of the company’s major accounts; but one that is about to walk out the doorway. The instances demonstrate attempts to turn the specific situation around; including sector and improved knowledge of the client’s business; cross-firm team building; along with a governance process for constant development.
This demands well organized and sometimes tough actions from the business units and divisions. The case highlights the need for the whole team; and not just the key account manager; to invest time in building connections with the client and become more customer-centric. There are quite a lot of appealing problems as to where the P&L should live.; and who should make decisions; have power; and where the P&L ought to reside.
Subjects: Key account management; Intrapreneurship; Client relationship management; Customer satisfaction; Cross-company team building
Settings: Switzerland; Germany; USA; Engineering; 2005 Revenues: US$20.7 billion; 2005-2006
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