Companies have found both to be challenging endeavors. Pascal Leuenberger, Global Key Account Manager, Airlines 2018-12-06 10:11 Trustworthiness is an absolute key, both internally and externally. Today’s top 2,000+ Global Account Manager jobs in United Kingdom. The Key Account Manager is responsible for the achievement of sales quota and is assigned key objectives/metrics relevant to key accounts. Browse by location or industry. Able to work with one of the largest insurance company globally. 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. 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. Because relationships with individual customers differ, as do those customers’ needs and capabilities, a supplier would ideally offer different forms of GAM to different customers. A study one of us conducted found that globally consistent service performance was more important than lower prices to customers seeking global account status, and that many other features of the program were nearly as important as lower prices. 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. Global account management—which treats a multinational customer’s operations as one integrated account, with coherent terms for pricing, product specifications, and service—has proliferated over the past decade. It replaced its vertical product divisions with units focused on customer segments and a separate R&D and production organization. That’s because there are almost always many more competitors that can make national offers than can make global or regional ones. Our research suggests that only about a third of the hundreds of suppliers that have adopted GAM are happy they did so, and that even for them success came hard.1 The pioneers that introduced their programs in the late 1980s through the mid-1990s constitute the vast majority of this satisfied bunch—and it took them ten years of trial and error, on average, to get to the point where their gains (a bigger share of the customer’s business and a richer sales mix) outweighed their pains (lower prices and a higher cost to serve). The Global Key Account Manager will develop and manage the overall strategy for Henkel's key medical device accounts. Highly systematic and conceptual thinking. Much of the pain associated with GAM arises from confusion about when and how suppliers should offer it to customers. 862,500/yr Avg. The key account manager is responsible for handling the most important client accounts in a company. Suppliers also need to make choices about the role of global account managers, the composition and size of their supporting teams, how to engage national sales managers, how to use high-level executives as account support, and what sort of global customer information system to set up. Not surprisingly, multinational customers have been and continue to be the driving force behind the spread of GAM. Votre r … Suppliers hope, of course, that these negatives will be outweighed by the promised positives: a bigger share of existing business and, in many cases, strategic-partner status that will lead to new, higher-value-added business. 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. If such customers are important to your business, you had better heed their demands. Search 2,128 Key Account Manager jobs now available on Indeed.com, the world's largest job site. David B. Montgomery and George S. Yip, “The Challenge of Global Customer Management,” Marketing Management 9, no. 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. 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 drawback is that this approach leaves lots of room for disagreement—between the global account manager and the national operations, and also among the national operations—which can make negotiating and implementing a global contract difficult. In 1991 the company started a pilot program in its largest division, the computer systems organization, which involved providing six accounts with coordination GAM. The group’s autonomy results in less sharing of best practices with other parts of the company. Even worse, the new organization and processes required to serve global accounts can easily cause costs to soar—especially if customers demand customization. Help Desk help@globe.gov for further assistance. You may be able to win business in global or regional bidding situations more easily than in national ones. George S. Yip ([email protected]) is a vice president and director of research and innovation at Capgemini, based in London, and a professor at London Business School. Another is that it is much less costly, because it requires fewer additional people: Often a single global account manager handles one or more accounts with no support team. Key Account Manager Globe Telecom Dis 2014 - Kasalukuyan 6 taon. After choosing the best customer candidates for global account status, suppliers need to figure out which form or forms of GAM to offer. If a customer buys both high- and low-margin products, a supplier might want to include all those products in the GAM program—provided that the economics are favorable—in order to build the global relationship. Separate GAM is not totally autonomous, however, because it doesn’t contain or control back-end functions such as R&D and manufacturing. This is a needed interpersonal skill as our business success is driven by people. Several British organizations—the Leverhulme Trust, the Advanced Institute of Management Research, the Economic and Social Research Council, and the Engineering and Physical Sciences Research Council—have supported their work. DMV International, a Dutch supplier of nutritional ingredients, needs GAM to serve multinational customers that buy complex products such as lactoferrin, a milk protein with antimicrobial and antiviral properties that is used in, for example, infant formula, health supplements, cosmetics, and animal feed. 17h ago. Offerings must command a high margin, must be globally consistent or compatible, must meet complex specifications across borders, or must be supplied to an integrated transnational operation in a carefully coordinated fashion. And, obviously, if one supplier of GAM-suitable offerings doesn’t comply with a customer’s legitimate demand for a program, another one will. The Key Account Manager builds strong business relationships with top Key Account customers and growing top line sales by building brand awareness, equities, and supporting brand standards. If companies understand how to answer three fundamental questions—whether GAM is appropriate at all, which customers are suitable candidates, and what form or forms GAM should take—they, too, can reach the Promised Land, and sooner rather than later. 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. And despite this extra effort, the customer will still expect a global volume discount. IBM belongs to the handful of suppliers for which separate GAM is an option. But that is both hard and expensive, and only a few very large companies can do it. Arun Seth | Berlin und Umgebung, Deutschland | Key-Account-Manager bei WISAG Aviation Service Holding | 61 Kontakte | Startseite, Profil, Aktivitäten, Artikel von Arun anzeigen. Key Account Manager RTM- National new Nestle USA 3.7 Washington, DC 20001 (Shaw area) Advanced Knowledge of interrelationship of key functions and their key initiatives (Field Sales, CCSD, Marketing, Finance, Supply Chain, a/o CDSO, Globe and HR)… 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. Unilever, for instance, has only four or five global accounts, whereas IBM and Xerox have more than 100 apiece. The first steps are determining whether your products or services are appropriate for GAM, whether your customers want such a program, whether those customers are crucial to your strategy, and how GAM might affect your competitive advantage. Since these megacustomers want a central point of contact only for dealing with a handful of issues, such as global discounts and private-label arrangements, coordination GAM has sufficed. How can you decide whether your customers are sufficiently important to merit GAM? A resistant supplier may miss out on opportunities to maximize its business with important customers and, even worse, risk losing those customers to competitors that have seen the light. Key Account Manager Job Summary. In this approach the GAM unit is weak and the national sales organizations retain a great deal of power. Global account management must be addressed in the context of a company’s overall strategy and structure; if one of them changes, the GAM approach may need to change, too. New Global Account Manager jobs added daily. Such confusion has caused companies either to offer GAM to the wrong customers (yes, on occasion you can and should say no) or to offer the wrong form of GAM to the right customers. Because of its dedicated staff, control GAM costs notably more than coordination GAM. When it comes to global accounts, more is not always better—and there’s no ideal number. A global account manager should have a bachelor's degree and several years of progressively responsible experience in the field of account management or global sales. So adopters of GAM can build relationships with customers that go far beyond discounts. Because a GAM program (with its staff) is layered on top of existing national sales organizations, it always entails higher costs. All the frontline employees serving a global account belong to the GAM organization, which also operates its own technical support and sales services. In addition, suppliers need to pay more attention to customers that may be critical to their strategic goals. Hewlett-Packard—its initial problems in offering GAM to too many customers aside—is a model in terms of the way it chose a GAM approach and how its program evolved. Danijel Kukobat | Serbia | Key Account Manager at Globe Williams International | 2 connections | See Danijel's complete profile on Linkedin and connect Leverage your professional network, and get hired. The other three—strategic importance; strategic, cultural, and geographic fit; and relationship—are softer, and assessing them depends to some degree on gut feelings. The unhappy majority may be suffering from confusion about when, how, and to whom to provide it. 1. Managing Global Customers: An Integrated Approach. The level of service can vary across customers, particularly in terms of the number of employees assigned to support a given account. However, HP moved those accounts back into a control GAM program in 2001, when it decided to radically restructure the entire company in a bid to become much better at serving customers’ total needs on an integrated basis. Some local account managers, along with representatives of key functions such as R&D and service, are typically members of the support team. 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. National Account Manager salaries at Globe Life can range from $68,737-$74,987. Job Specializations Sales/Marketing / In this approach a supplier creates a separate business unit with total responsibility for global accounts. As the program becomes better established, the global account manager’s authority over local account managers typically grows; in many cases they ultimately become direct reports. Incorporating such ingredients requires extensive R&D assistance. Only a tiny minority of companies have adopted this approach, however, for three reasons: Creating such an autonomous group is tantamount to a major reorganization. Because of the expense and the resistance that comes with any shift in power resulting from organizational change, suppliers should generally start with the least challenging form of global account management: coordination GAM. The company is only moderately capable of serving customers on an integrated basis. Finally, a customer may be deemed strategically important if its high profile will influence others to buy from the supplier. Company Confidential. HP’s national operations became integral parts of the customerfocused units, so it was no longer necessary to use separate GAM. Not coincidentally, all of these businesses have comfortable profit margins. I-leverage ang iyong propesyunal na network, at ma-hire. As the key account manager, you are the primary point of contact between your clients and your business. In addition, by consolidating orders a buyer can demand bigger volume discounts and manage product specifications and service more effectively. Accordingly, Shell’s GAM employs both regional and global account teams; the former deal with issues such as prices, margins, and quantities sold, whereas the latter are in charge of the overall value proposition (how Shell adjusts its offer to help a particular customer), global service-level agreements, and global discount terms. A global contract won’t mean much in the absence of such organization: The supplier will still have to sell country by country, negotiating quantity, price, and other terms with each operation. Most of the top 20 global advertising chains have instituted some form of GAM for key clients that need to centrally manage how their international brands are positioned in various countries. Posted Date 1 month ago (10/19/2020 12:13 PM) Workday Req Number ... the company has 41 manufacturing facilities strategically located around the globe and employs a team of approximately 5,200 professionals in 120 countries across five continents. Other disadvantages are the need to change the company’s organizational structure and the friction that may arise between the GAM group and the national operations as a result of the inevitable ambiguity about authority in matrix organizations. Its megacustomers want a central point of contact only for dealing with a handful of issues. One reason, no doubt, is its long-standing practice of granting exploration operations considerable freedom to deal with the different, often difficult local conditions they encounter around the world. In the early days of a GAM program, local account managers typically have a solid-line relationship with the national or regional manager and a dotted-line relationship with the global account manager. If the conditions are appropriate for global account management, instituting such a program is not a choice for suppliers—it’s a necessity. Global account managers are added to the company’s existing structure; their main task is to coordinate the sales and support activities of the national operations serving a customer that has negotiated global terms. Not every worldwide customer that buys GAM-suitable offerings and is important to your business should be a global account. Such fears are overblown. Global account management is the natural extension of national account management. View Data as Table. 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. Today 200 of HP’s nearly 20,000 corporate clients have global account status and are highly profitable, because HP has mastered the science of selecting and structuring global accounts. Given that a supplier may have scores or even hundreds of global accounts, the total cost of GAM can be enormous. 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At least once a year we need to look beyond dollar numbers, relationships and activities to think about our Key Accounts process.A good deal of frameworks are mentioned in the book “Key Account Management-The definitive guide” by Malcom McDonald & Diana Woodburn.” In general, new sales opportunities are more important than current revenues in selecting global accounts. As Key Account Manager, (Integral Logistic Advisor) Managing new businesses, sales campaigns, directed sales. This estimate is based upon 1 Globe Life National Account Manager salary report(s) provided by employees or estimated based upon statistical methods. Although GAM can take a multitude of forms, they are all variations on three basic approaches, each of which strikes a different balance between global integration and local (or national) autonomy. A company’s integration capabilities are moderate if its strategies are developed at the country, regional, and global levels; some businesses have global P&Ls; country heads are fully responsible for less strategic activities (field service, facilities) but share authority with global executives over key areas (production, marketing); a handful of global processes exist (strategic planning, production planning); some but not all critical information is collected at the global level; global teams manage or coordinate about half of primary activities; along with operating data, the most important information (about innovations, key customers, and competitors, for example) is widely shared globally; and senior executives worldwide have a common culture while lower-level employees retain separate national cultures. For example, similar strategies for expanding sales in India led Royal Dutch Shell and Wärtsilä, a Finnish producer of marine engines, to create joint marketing agreements to sell Shell’s oils and lubricants and Wärtsilä’s engines as a package (or at least to promote each other’s products to customers). Our findings: Within a few years of their introduction, these programs can improve customer satisfaction by 20% or more and raise both profits and revenues by 15% or more. In the past decade GAM programs—which treat a customer’s operations worldwide as one integrated account, with coherent terms for pricing, product specifications, and service—have proliferated. Key account managers need to listen closely, translate the client’s needs to the relevant people within their organization, and make sure the client’s requests are handled in an efficient and timely manner. Copyright © 2020 Harvard Business School Publishing. Separate GAM worked well in terms of revenue growth, profit gains, and customer satisfaction. Control GAM is structured as a matrix organization: Employees serving a global account at the local level report to both their manager in the national or regional organization and the global account manager. The global account manager reports to the senior corporate executive responsible for the whole GAM program and, if the customer is a major player in a strategic country or region, to a regional manager as well. Build relationships with clients to encourage new and repeat business opportunities. Honeywell provides GAM to multinational customers that want to specify centrally what sorts of process-control equipment are installed in their factories worldwide in order to ensure common quality standards and to minimize variations in operating and training procedures. 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