Not every worldwide customer that buys GAM-suitable offerings and is important to your business should be a global account. We have found that the cost of GAM per customer adds from $100,000 to more than $1 million to what a supplier had been spending in individual countries for sales and support. (The likelihood that a supplier with performance-oriented values and methodical processes is going to be able to forge a trusting working relationship with a customer that has creative values and flexible ways of operating is remote.) Leverage your professional network, and get hired. Suppliers that are either struggling with global account management or doing their best to avoid it must understand that GAM is not inherently bad for them. The nature of its own offerings—not a customer’s desire for volume discounts or global contracts—should be the first factor a supplier considers when contemplating GAM. If such customers are important to your business, you had better heed their demands. A customer should not be offered global account status unless it has the structure, processes, and information systems it needs to integrate, or centrally coordinate, global purchases. This often means a substantial loss in pricing power for suppliers—and that’s not the only negative. A superb example of a firm that uses coordination GAM for all the right reasons is Unilever. There are several crude measures: If, say, one global customer accounts for 5% or more of your business; if more than 10% of your revenues come from multinational customers that coordinate their purchasing globally or regionally; if more than 25% of your revenues come from multinational customers, regardless of how they do their purchasing; if large multinational customers are your most profitable accounts. The level of service can vary across customers, particularly in terms of the number of employees assigned to support a given account. The main advantages of separate GAM are those that derive from having unified rather than shared control of the customer relationship: No friction exists between global and local operations; account information is easier to manage; and customers often receive better service, because the employees assigned to them by the supplier are not also serving local accounts. Dagens 1 mest populære job inden for Global Key Account Manager i Danmark. For most of its long history the consumer-products company has operated as a collection of largely autonomous national units. Separate GAM is most suitable when all the drivers for GAM are strong and the supplier has customers whose business is big enough and profitable enough to support the extra costs. Copyright © 2020 Harvard Business School Publishing. In the late 1990s HP moved to separate GAM: Its top 100 accounts were taken away from the national operations and put into one centrally managed program. It helps if the customer, too, has some integration capabilities. However, if its business is concentrated in one market (for example, it has only a few minor operations outside its home country), serving that customer with some form of national account management would be better. As Key Account Manager, (Integral Logistic Advisor) Managing new businesses, sales campaigns, directed sales. Globe Telecom Salaries trends. Bink ([email protected]) is the head of marketing communications at Uxbridge College in London and previously was a manager at DMV International in the Netherlands. Global Key Account Manager - Healthcare - Atlanta, GA CEVA logisticsGA - AtlantaFull-Time CEVA Logistics provides world-class supply chain solutions for large and medium-size national and multinational companies across the globe. Key Account Planning & Management require strategic thinking. When it comes to the most important skills required to be a global account manager, we found that a lot of resumes listed 13.0% of global account managers included global account, while 6.5% of resumes included account management, and 5.9% of resumes included customer service. Infinitus Health Products (Philippines) Inc. A company’s integration capabilities are high if its strategies are developed mostly at the global level; most businesses have global P&Ls; country heads’ responsibilities are largely limited to servicing the activities of global business lines, functions, and customers; most processes span countries and regions; nearly all critical information is collected at the global, regional, and national levels; global teams manage or coordinate most primary activities; vital information from any part of the company is systematically captured and shared globally in real time; and a truly global culture permeates the organization. How can you decide whether your customers are sufficiently important to merit GAM? When a company has determined that its business could benefit from global account management, the next step is to select specific multinational customers for the program. But it does have functional specialists with the expertise and authority to call on the company resources needed to serve the global account. Learn how to establish a selection process in this presentation by Sales… Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Because of its dedicated staff, control GAM costs notably more than coordination GAM. This estimate is based upon 1 Globe Life National Account Manager salary report(s) provided by employees or estimated based upon statistical methods. People at large companies bandy about the terms "key account management" and "strategic account management" in conversation every day. 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