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Related Experiment Videos

Managing global accounts.

George S Yip1, Audrey J M Bink

  • 1Capemini, London. george.yip@capgemini.com

Harvard Business Review
|September 25, 2007
PubMed
Summary
This summary is machine-generated.

Global account management (GAM) can significantly boost customer satisfaction and profits. However, many suppliers struggle with implementation, highlighting the need for strategic planning and careful customer selection for successful GAM programs.

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Area of Science:

  • Business Strategy
  • International Marketing

Background:

  • Global account management (GAM) has become widespread, treating multinational clients as single entities with unified terms.
  • Despite its proliferation, research indicates only about a third of suppliers are satisfied with their GAM outcomes.

Purpose of the Study:

  • To investigate the reasons for dissatisfaction with GAM and provide guidelines for successful implementation.
  • To identify the key factors influencing the success of global account management strategies.

Main Methods:

  • Analysis of supplier satisfaction with GAM.
  • Development of a framework and scorecard for selecting and implementing GAM.
  • Examination of different GAM models: coordination, control, and separate.

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Main Results:

  • Successful GAM can increase customer satisfaction by over 20% and raise profits and revenues by at least 15%.
  • A significant majority of suppliers are not satisfied with GAM, often due to confusion regarding its application.
  • The study outlines crucial initial steps: assessing product/service suitability, customer demand, strategic importance, and competitive impact.

Conclusions:

  • Strategic planning, including customer selection and understanding the competitive landscape, is vital for effective GAM.
  • Companies should carefully consider which of the three GAM models (coordination, control, separate) to adopt, often starting with a single, less ambitious option.