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Matthew Alleway
Customer
Stakeholders
Strategic
Customer Company
Account
Strategy Strategy
Management
Internal
Resources
Introduction: Strategic Account Management (SAM)
consequently a
Used to ensure
SAM is a strategic It provides a growing number of
the long term
approach means to develop companies have
development and
distinguishable and nurture made SAM part of
retention of
from account relationships with their core strategy
strategic
management major customers for customer
customers.
partnering
Effective Strategic Account Management Model
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
6 4
Alignment in
Stages of the
the
5 relationship
organisation
Developing
relationships
What is Strategic Account Management (SAM) ?
1
What is
SAM?
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
What is Strategic Account Management (SAM) ?
1 2 3 4 5 6 7 8
What is Strategic Account Management (SAM) ?
SAM is not account management (many organisations frequently think they are
doing SAM when it is in fact account management)
Account management Strategic account management
1 2 3 4 5 6 7 8
Making the business case
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Reasons to adopt SAM
Opportunities
Risk management
1 2 3 4 5 6 7 8
Selecting and categorising customers
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting &
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Selecting and categorising customers
1 2 3 4 5 6 7 8
Strategic account portfolio
1 2 3 4 5 6 7 8
Stages of the relationship
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Stages of the relationship
Goal
Simple, transactional relationship Interdependent relationships
Selling
Sellingcompany
Company BuyingCompany
Buying company
Selling Company
Selling company BuyingCompany
Buying company
Directors Directors
Finance Finance
Sales &ma rketing
Op erations
Di rections
Purchasing
Op erations
Service Service
Di rections
Strategic
Fi nance
Key
Fi nance
Key
SAM Customer Account Customer
Contact
Manager Operations Operations Contact
Marketing Marketing
Sales Sales
1 2 3 4 5 6 7 8
Developing relationships
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Developing relationships
Most important attributes are trust and
integrity Senior management
The main task is developing effective
business relationships with senior customer
Middle management
decision makers and influencers – Per IBM
the most important aspect
The stronger the relationship, the less Operations transactions
threats will apply – Per IBM key to their
success during recession
Relationship development can be achieved
by mapping the people inside the customer
Xerox stated “It is vital to
who matter, and deciding with whom you identify one’s friends and
want to have a relationship with enemies, the decision-
makers and influencers,
and the customer’s
priorities”.
1 2 3 4 5 6 7 8
Developing relationships
Tribal Tribal Resources
Customer
Sa r ah At ki ns o n
Ph y l lis Sh e l ton
We n d y Cl ar k
De r ek Fe l ton
Ph i l Co l lins
Sw i nd e l ls
Ki ng s l ey
Ma n n i ng
Ma t the w
Anti-
Sponsor
0 0
Elisabeth Buggins
0 0
Ian Cummings
0 0 3
Peter Spilsbury
4
Paul Taylor
3 2
Peter Blythin
Sponsor/
Champion 4
Aamon Kelly
4 5
Steve Allan
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Alignment in the organisation
Organisation Commitment
Relationships outside of the organisation depend on the quality of relationships
within it
Many of the benefits result from crossing boundaries, whether they are internal
or external in the customer organisation
Transition to SAM
Use metrics to measure the success of the SAM program.
SAM is a marathon and not a sprint and firms should plan their SAM
implementation around the three important areas of change activity: 1. strategy
and planning, 2. organisation and culture, 3. process.
1 2 3 4 5 6 7 8
Alignment in the organisation
1 2 Rev isio n ‘Th e way w e d o
H igh
thin gs ’
1 1 Fu ll
in tegr atio n
1 0 Beco m in g
key cu s tom er
BEST -
cen tric PRA C TIC E
SAM
9 Eval uati on
Transitioning
8 Ge arin g u p D Change to
OPT IM I SIN G
6 Revie w SAM SAM SAM
in tro du ctio n 7 Red efin ing
4 C apa bi lity C
2 U nd e rsta nd in g EM BED D ED
b ui ldin g
SA M
th e sco pe
1 Aw aren e ss
B
A I N TROD U C IN G
SCOPING SAM SAM
1 2 3 4 5 6 7 8
Alignment in the organisation
Knowledge management
Firms with the most effective SAM make information management at the
customer level a core competence
Moving to a knowledge management approach has benefits for both the company
and the client.
For the company, client knowledge is retained and this is where an IT solution for
account management is required.
For the client they get the extra value of deeper knowledge from the supplier by mixing
with like minded experts.
1 2 3 4 5 6 7 8
Planning for strategic accounts
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Planning for strategic accounts
Best practice companies adopt a collaborative approach with the customer,
developing long term plans ‘for’, and together with, their strategic accounts
IBM, ‘3’ Compass all suggested “developing an effective joint account plan with the
customer is critical to ensuring relationship lock-in, uncovering new business
development opportunities and driving rapid implementation
3M found that that short, sharp account business plans that “live” are best
Strategic marketing planning should in turn relate to the corporate strategic plan
1 2 3 4 5 6 7 8
Planning for strategic accounts
1. Relationship overviews/Executive summary
Current initiatives with the
Current performance analysis Financial targets Planning assumptions
strategic account
4. Customer alignment
Customers critical success factors (CSF) and supplier relative
Strategies to manage the relationship
performance
5. Relationship management
Customers decision-making unit Contact mapping (who talks to whom, state of relationship)
6. Implementation plan
Detailed tactics Budget Risks and contingencies
1 2 3 4 5 6 7 8
Risks and failures
1
What is SAM
8 2
Making the
Risks and
business
failures
Case
7 3
Planning for Effective Selecting and
strategic categorising
accounts SAM customers
6 4
Alignment in
Stages of the
the
relationship
organisation
5
Developing
relationships
1 2 3 4 5 6 7 8
Risks and failures
1 2 3 4 5 6 7 8
Risks and failures
1 2 3 4 5 6 7 8
Benefits Strategic Account Management