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Do you want to move your customer relationship from “Supplier” to “Strategic Partner”? Do you really know what your accounts and customers “value” and how you can “add value” to them and grow your business at the same time? Do you struggle to differentiate your offer from the competition? Do you find your customers switching…
Collaborative thinking allows organisations to apply their capabilities and resources to expand propositions. But it’s not so simple. Collaboration and integrated approaches can increase customers’ perception of risk and trigger internal friction. At the same time, formal contracts often feel more like ‘contracting for failure’ and can be really divisive. But David Hawkins of the Institute for…
Too many suppliers have overused and abused the ‘partnership’ word, ultimately only offering a high-level sales relationship – not what customers expected and wanted. So many customers have become cynical about partnerships, and suppliers should only propose the approach if they genuinely mean it and know how to deliver it. This article by Richard Ilsley discusses what…
Maurice Daw tells how key account management spearheaded Unipart’s strategy to build on its dominant but saturated position in the automotive sector to enter the challenging world of telecoms. Unipart started as a traditional third-party logistics provider with Vodafone and ended up with a unique ten-year contract. The relationship developed from ‘hygiene factor’ to offering…
Strategic Alliance Management is a growing area that allows key account managers to broaden their differentiated value propositions to clients. They need to look for partners with adjacent or complimentary capability to that of their own organisations’. There are different commercial models that can be applied outside of a formal Joint Venture, including introducer, prime…
Truly exploiting the benefits of Key Account Management has to be based on changing the dynamics of the relationships with clients to a more holistic engagement. Collaborative approaches broaden the capability of organisations to respond to (pull) or propose (push) more complex propositions to meet the demands of the market or specific challenges. All too…
Is this a case study in influencing and gaining great business or an example of taking advantage of a customer with a problem? When a key customer had an aborted product launch and needed emergency chilled storage for perishable products, Girteka was able to help – but at over twice the going rate! The customer…
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