IMD-3-1853 © 2007
Vollmann, Thomas E.; Winter, Nie; Inna, Francis
This case series explores the issues faced by the key account manager made to manage one of the business’s leading accounts; but one that is about to walk out the door. The instances demonstrate efforts to turn the specific situation around; including improved understanding of the client’s business and sector; cross-company team building; and also a governance process for continuous development.
This necessitates nicely organized and sometimes difficult activities from the business units and departments. The case underscores the need for the entire team; and not only the key account supervisor; to invest time in developing connections with the client and become more customer-centric. There are some interesting issues as to who should make decisions; have power; and where the P&L should 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; 2006-2007
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