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Page 63 of 65

SAM Toolbox: Work Across Borders: Working Effectively Across Cultural Boundaries

Ted Dale discusses how differences in working styles between those of different cultures can affect the way business is done. Included in this article are tips for doing business with those who are either more direct or more indirect than you on the subjects: leadership, establishing credibility, obtaining information, meetings, training and giving and receiving feedback.

Author(s): Dale, Theodore

Publication Date: 5/1/2002

Resource Type: Focus: Europe

Subject Tags: Cultural Issues;General Business Issues;Global Account Manager Toolbox;Knowledge Management;Skills & Competencies;Training & Professional Development

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Customers Talk, BT Listens: U.K. Telecom Leader Integrates Channels to Cover Major Accounts

This case study describes BT plc s reorganization of its strategic account management approach after it realized that its current strategy was becoming increasingly ineffective. BT plc worked with MarketBridge to roll out an effective selling model, custom-fit for their business. BT plc chose to implement a multi-channel approach to selling and customer service. This article provides a twelve-step program description for launching an organization-wide multi-channel integrated program as well as a description of how BT plc benefited from this new sales strategy.

Author(s): Abery, Lesley; Christen, Colleen; and Kriessmann, Erin

Publication Date: 5/1/2002

Resource Type: Focus: Europe

Subject Tags: Account Planning;Channel Conflict;Cultural Issues;Customer Satisfaction;Organizational Structure;SAM Program Case Studies;Supply Chain Management / Procurement;Team Issues;Technology: CRM, SFA, Communication Tools

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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DataWatch

In this edition of DataWatch: How Do Executives Prepare Their Companies for Minor and Major Change? What are the Key Elements of Making an Organization Change When Necessary? Managing Change: the Key Roles of Leadership and Culture.

Author(s):

Publication Date: 5/1/2002

Resource Type: Focus: Europe

Subject Tags: Organizational Structure;Skills & Competencies

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Focus: Europe

In this issue: Schwarzkopf & Henkel: International Account Management in the European Branded Goods Market; Alcatel: Consultative Selling Transforms Hard-Core Technologists into Strategic Business Partners; Quick Takes: American Expatriate Adjustment: Learning to Ride the Roller Coaster; SAM Toolbox: Work Across Borders: Working Effectively Across Cultural Boundaries; Customers Talk, BT Listens: U.K. Telecom Leader Integrates Channels to Cover Major Accounts; and Data Watch.

Author(s):

Publication Date: 5/1/2002

Resource Type: Focus: Europe

Subject Tags:

Price: Non-Member - $20.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Getting-and Keeping-Strategic Account Management on the CEO Agenda

The launch and implementation of a strategic accounts program necessarily requires a significant investment of time, money and corporate resources over an extended period of time. It also requires not only the approval of senior / top management, but their sustained commitment to and involvement in the process. The business case for strategic account management is rooted in a convergence of compelling factors most often related to: economic and supply chain trends, key customers, competition, return on investment, value to the strategic account, company organization and culture. Strategic account professionals who have experienced the process of introducing strategic account management in their companies testify to the continual need to communicate "the case" for strategic accounts, particularly in an age when rapid and uncertain change at the highest levels of a corporation is a familiar scenario. Explore various ways to ensure continuing alignment of the SAM program with corporate goals and objectives, reinforce the value of your SAM program internally, measure and communicate that value in financial terms, and institutionalize the commitment to SAM on an enterprise level.

Author(s): Mathias, Peter

Publication Date: 4/28/2002

Resource Type: Presentation handout

Subject Tags: Executive Suite Issues;Financial Analysis;Internal Alignment;Metrics - Program / Account;Organizational Structure;Value Creation / Innovation

Price: Non-Member - $20.00 | Individual Member - $12.00 | Corporate Member - $12.00

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Is Your GAM Program Delivering Results? Evaluating Your GAM Program

The global winners list is changing rapidly. Most of the new winners have recognized the need to become global partners with their clients. Not partners in the legal sense, but companies leveraging their global infrastructures for mutual benefit. In order to play and compete in this global market you must have an effective GAM program. But how can you tell if your program is effective?

Author(s): Fred H. Schindler, Former GAM Program Executive, IBM; Dave Potter, Former Director, GAM Programs, Xerox

Publication Date: 4/1/2002

Resource Type: Velocity Magazine

Subject Tags:

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SAM Programme Roles & Competencies

At SAMA s London Best Practices Forum, Edmund Bradford, Managing Director of Mosaic Partnership Ltd., presented an overview of strategic account manager roles, responsibilities, skills, and competencies. This ancillary presentation material explores competency profiling and performance measurement, and provides a diagram of the Building Blocks of Strategic Account Management built of the right people, the right accounts, and program alignment.

Author(s): Edmund Bradford

Publication Date: 1/29/2002

Resource Type: Presentation handout

Subject Tags: Account Planning;Account Selection, Segmentation, and Portfolio Management;Critical Success Factors for Strategic Accounts;Hiring, Retaining & Performance Evaluation of SAM;Internal Alignment;Metrics - Program / Account;SAM 101 - The Basics for Starting a SAM Program;Skills & Competencies;Value Creation / Innovation

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Solectron: Building Customer Teams to Deliver on Your Companys Value Proposition (Velocity, Winter 02)

Julie LaNasa, Owner, Collaborative Consulting, LLC


"My company, Collaborative Consulting has been working with organizations across a wide range of industries for over 20 years to build effective customer teams that result in profitable growth for the supplier and the customers.    This article was written in 2001 and 12 years later the same rules apply. Best practice companies develop teams, customer plans, and strategies to reflect the breadth of the their customer’s total business and make the team itself one of the primary vehicles for delivering their company’s value proposition.  Highly effective teams are driven from the top of the organization and are focused on bringing big ideas and innovation to the market."

Author(s): Julie LaNasa, Owner, Collaborative Consulting, LLC

Publication Date: 1/1/2002

Resource Type: Velocity Magazine

Subject Tags:

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Focus: Europe

In this issue: The Moeller Group: Getting Closer to the Customer Puts the "Strategic" into Strategic Account Management; Quick Takes: Does the Home Country Effect Matter for Firm Performance?; Beyond the Competent Strategic Account Manager: Building a Competency-Based SAM Programme; Creating Value with Client Management: The Successful Implementation of Client Management at Finnair.

Author(s):

Publication Date: 10/22/2001

Resource Type: Focus: Europe

Subject Tags:

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The Moeller Group: Getting Closer to the Customer Puts the "Strategic" into Strategic Account Management

The Moeller Group, a company that focuses much of its activity around factory automation, performed a transformation of its sales force to get closer to the customer and to become a solutions provider rather than solely a component manufacturer. The article provides a detailed layout of the change in infrastructure, the SAM program, and implementation of the strategies to deliver customer value first and foremost. The program involves processes that monitor performance for long-term strategic account management across an entire range of value drivers, and is complemented through the utilization of a robust IT system. Extensive communication, SAM empowerment, precision planning and a pilot to refine the rollout have paid off for Moeller in aligning with key customers.

Author(s): Grosse, Christian; Kolle, Jurgen, Dr. and McCracken, Patricia

Publication Date: 10/22/2001

Resource Type: Focus: Europe

Subject Tags: Account Planning;Account Selection, Segmentation, and Portfolio Management;Business Case for Strategic Account Management;Critical Success Factors for Strategic Accounts;Cultural Issues;Customer Satisfaction;Hiring, Retaining & Performance Evaluation of SAM;Metrics - Program / Account;Organizational Structure;SAM Program Case Studies;Skills & Competencies;Team Issues;Technology: CRM, SFA, Communication Tools;Training & Professional Development;Value Creation / Innovation

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Quick Take

This column provides short reprints and/or recommendations of important articles from other publications: "The Swedish Marketing Federation Awards Storbacka"; "Does the Home Country Effect Matter for Firm Performance?" by Gabriel Hawawini, Venkat Subramanian, and Paul Verdin.

Author(s): Hawawini, Gabriel ; Subramanian, Venkat; and Verdin,Paul

Publication Date: 10/22/2001

Resource Type: Focus: Europe

Subject Tags: Global Account Programs;Hiring, Retaining & Performance Evaluation of SAM;Metrics - Program / Account;Technology: CRM, SFA, Communication Tools;Value Creation / Innovation

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Creating Value with Client Management: The Successful Implementation of Client Management at Finnair

Due to a variety of customer types and considerable variations in service within the airline industry, Finnair, the world s 6th oldest airline,developed a "Client Management" program utilising CRM concepts to intensify sales in this increasingly competitive environment. This article discusses the global implementation of Client Management within a seven-month period by providing special training for client managers who then serve as change agents at the local level. Finnair has had significant revenue increases, more importantly it has a strong customer focus with appropriate resource allocation.

Author(s): Kopponen, Micaela

Publication Date: 10/22/2001

Resource Type: Focus: Europe

Subject Tags: Account Selection, Segmentation, and Portfolio Management;Business Case for Strategic Account Management;Global Account Manager Toolbox;Global Account Programs;Metrics - Program / Account;Organizational Structure;SAM Program Case Studies;Skills & Competencies;Technology: CRM, SFA, Communication Tools;Value Creation / Innovation

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Beyond the Competent Strategic Account Manager: Building a Competency-Based SAM Programme

In presenting a case for building a competency-based SAM program, this article outlines the key elements and roles required for such a framework to seamlessly integrate a business vision with strategy. The challenge is to integrate the competencies of five typical roles within a program, when the program itself will vary with the differing organization s missions. Close attention is given to the levels of SAM competencies so as to determine essential requirements versus developmental gaps, and as a result an organization encourages career progression. The competency framework used in this approach is based on a dynamic tool that equips a company to gain the competitive advantage in SAM recruitment and retention.

Author(s): Bradford, Edmund; and Minshull, Jean

Publication Date: 10/22/2001

Resource Type: Focus: Europe

Subject Tags: Cultural Issues;Global Account Programs;Hiring, Retaining & Performance Evaluation of SAM;Metrics - Program / Account;Organizational Structure;Skills & Competencies

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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2001 SAMA Organizational Performance Awardâ„¢ Winner: Williams Company Alliance Development Group

Headdquartered in Tulsa, Oklahoma, the Williams Company is a 93-year-old multibillion dollar company with 24,000 employees and three main divisions: Telecommunications, Energy ( refineries, oil and gas drilling, power), and a federally regulated Pipeline Division. Wi l l i a m s owns and manages more than 47,000 miles of pipelines. One of its core competencies is transportation, whether it's "bits, bytes, barrels or BTUs." During the 1990s, Williams' market research u n c o v e red that many of its most sophisticated customers were interested in a single source for communications and energy solutions. Williams, with its engineering, functional and tactical culture, realized it would have to think and act differently if it were going to supply such integrated solutions. In 1997, as one of the first steps in this cultural change, Williams moved Jim Trecek (self-admittedly the only "left-handed, right-brained English major in the firm") from a successful national sales & marketing manager role in the Williams' fiber optic and satellite communications business to become the Vice President of Williams' Alliance Development Group (ADG).

Author(s): Joe Sperry Partner, S4 Consulting

Publication Date: 9/1/2001

Resource Type: Velocity Magazine

Subject Tags:

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Focus: Europe

In this issue: Realising Relationship Potential at Henkel: Using Account Profitability to Upgrade Customer Relationships; European Benchmarking Forums Provide Opportunity for Peers to Compare, Contrast, Collaborate and Commiserate; "Protocols" Make E-Mail More Effective...Fortunately!; Effective Key Account Management in Europe: A Complex Challenge; Data Watch; Quick Takes.

Author(s):

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags:

Price: Non-Member - $20.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Realising Relationship Potential at Henkel: Using Account Profitability to Upgrade Customer Relationships

In response to the fast evolution of their customers and their competitors attempts at building cross-border account management, Henkel reviewed its own position and determined that the best way of getting ahead of the game was to become masters of their own machine. They developed a Direct Account Profitability (DAP) system. "Management is measurement, and building a reliable database is a huge step in getting an exact understanding of the specific profitability issues." The article explains how DAP is used to review strategic accounts and is now incorporated into Key Account Manager negotiation skills training.

Author(s): Van der Sande, Danny; Bradford, Edmund; and, Davidson, Robert

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags: Communications;Metrics - Program / Account;Skills & Competencies;Training & Professional Development;

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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European Benchmarking Forums Provide Opportunity for Peers to Compare, Contrast, Collaborate and Commiserate

A recent series of SAMA Benchmarking Forums across Europe provided small groups of 20 peers a unique opportunity to look outside their own organization for creative insights to improve their ability to add value within their strategic customer relationships. The article covers the common themes echoed across the four events and the participants ability to network on a personal level. Future agendas will feature a subject expert presentation on a particular topic (e.g. compensation or customer portfolio management), as well as an opportunity to explore issues in even smaller roundtable discussion groups.

Author(s): Napolitano, Lisa

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags: Training & Professional Development

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Protocols Make E-Mail More Effective...Fortunately!

This is the second article in a two-part series that began with "E-mail Makes Everything More Efficient...Unfortunately!" (Focus: Europe, 2nd Quarter 2001). The "social capital" carefully cultivated with our strategic accounts is at risk if we don t supplement our E-mail transcripts with other modes of communications. The authors explain the appropriateness of the different modes within the context of two important factors: Importance of Social Presence and Importance of Information Richness.

Author(s): Grove, Cornelius; Hallowell, Willa; and, Molloy, Kathleen

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags: Communications;Cultural Issues;

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Effective Key Account Management in Europe: A Complex Challenge

The article touches upon the complexities of developing a strategy to strengthen your Pan-European customer relations and to design and implement your company s key account sales program of the future. Companies should first evaluate the status quo, internally and externally, according to Nine Key Enablers of KAM." Focus on selected pilot customers and measure the performance drivers. A brief overview of the key account programme at British company, De La Rue, is presented.

Author(s): Burbidge-King, John; Senn, Dr. Christoph; and, Zeier, Dr. Rene

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags: Account Selection, Segmentation, and Portfolio Management;Global Account Programs;SAM 101 - The Basics for Starting a SAM Program;SAM Program Case Studies;

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Data Watch

Research data and statistics presented here include: Future Involvement in Strategic Buyer-Supplier "Partnering" Alliances; Top Management Challenges By Region.

Author(s):

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags: Executive Suite Issues;Partnering Process / Strategic Alliances;

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Quick Take

This column provides short reprints and/or recommendations of important articles from other publications: "Definition of a Global Citizen," from "The Future of Global Management," by Dr. Ernest Gundling, www.meridianglobal.com.

Author(s):

Publication Date: 8/1/2001

Resource Type: Focus: Europe

Subject Tags: Cultural Issues;Global Account Programs;

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Focus: Europe

In this issue: ARCADIS Taps Into an Underused Resource: Executive Sponsorship; E-Mail Makes Everything More Efficient...Unfortunately!; Don t Gamble with GAM: How BCcomponents Reduced the Risk of their GAM Programme; Data Watch; Quick Take.

Author(s):

Publication Date: 5/1/2001

Resource Type: Focus: Europe

Subject Tags:

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ARCADIS Taps Into an Underused Resource: Executive Sponsorship

The article provides an overview of the Multinational Client Programme at ARCADIS, a global environmental engineering consultancy. In early 1999, after over eight years experience of managing multinational clients, there was a growing perception that the global teams were not connecting with the client at a strategic level and that senior managers within ARCADIS represented an unexploited asset of the company. An Executive Sponsorship programme was developed and all senior managers took on the role of executive sponsor for one multinational account. Two examples (with customers in aerospace and banking) show how senior manager involvement in strategic account management has enhanced the ARCADIS Multinational Client Programme.

Author(s): Wilson, Kevin

Publication Date: 5/1/2001

Resource Type: Focus: Europe

Subject Tags: Executive Sponsorship;Global Account Programs;SAM 101 - The Basics for Starting a SAM Program;Organizational Structure;SAM Program Case Studies;

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Don t Gamble with GAM: How BCcomponents Reduced the Risk of their GAM Programme

BCcomponents (BCc), a leading manufacturer of electronic components for telecommunications, automotive, consumer and industrial applications, and headquartered in the Netherlands, shares the lessons it learned on way to building a functional and effective Global Account Management (GAM) programme. Leif Schwan, Global Marketing Director, used a six-step approach to establish GAM and gained the visible support of his CEO and senior management.

Author(s): Bradford, Edmund and Schwan, Leif

Publication Date: 5/1/2001

Resource Type: Focus: Europe

Subject Tags: Global Account Programs;SAM 101 - The Basics for Starting a SAM Program;SAM Program Case Studies;Skills & Competencies

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Data Watch

Research data and statistics presented here include: Level of Involvement in Activities within Strategic Buyer-Supplier "Partnering" Alliances.

Author(s):

Publication Date: 5/1/2001

Resource Type: Focus: Europe

Subject Tags: Partnering Process / Strategic Alliances

Price: Non-Member - $10.00 | Individual Member - $0.00 | Corporate Member - $0.00

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Page 63 of 65