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On Key Account Management, Matthias Caesar @ SAP in 2003
The document discusses how to generate repeat business with key accounts through customer-oriented business practices. It recommends identifying key accounts and gathering customer information to develop customized strategies. Companies should analyze their service portfolio and internal organization, then implement account teams and regular communication like strategy meetings and surveys to ensure high customer satisfaction, loyalty, and long-term value. The goal is an innovative, flexible approach with a focus on understanding each customer's individual needs to build strong, predictable relationships over time.
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On Key Account Management, Matthias Caesar @ SAP in 2003
- 1. CONSTANT CHANGE!? How to generateRepeat Business with Key Accounts Matthias Caesar SAP Language Services, Feb. 27th 03
- 2. Change in ourindustry • Innovation! • Technology • Structure! • MLV • Source? • Translator • Maturity? • Size
- 3. 4 Areas oneGoal Source: Bruhn, „Das Konzept der kundenorientierten Unternehmensführung“, 1998 Customer orientation Customer satisfaction Customer loyalty Customer value Company internal moderating factors Company external moderating factors • Heterogeneous expectations • Market dynamics • Market complexity • Variety seeking-motive • Image • # of options • Comfort-level • Potential customer value • Service requirements • Price • Customer retention • Customized services • Heterogeneous service range • Service complexity • Barrier to change • Contractual • Modular design of service range • Customer Information System • Staff retention • Pricing policy • Span of service range
- 4. customer-oriented business model •DEF– Ability of an enterprise to assume the customer‘s point of view with regard to services and to transform this into enterprise services and consequently into commercial results •Goal: customer loyalty and profitable customer relations •‘Profitable’ is determined by ‘customer value‘ (the long- term value of a customer to the enterprise) •Prerequisite for customer loyalty: high level of customer satisfaction
- 5. Customer-oriented Corporate Management Wechselbarrieren Source:Bruhn, Das Konzept der kundenorientierten Unternehmensführung, 1998 1. Analysis 2. Planning 3. Implementation 4. Controlling customer oriented data collection customer life- cycle segmentation acquisition relations management regain organization/ structure management system company culture market-driven controlling Internal controlling
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- 8. Measuring Source: Homburg/ Werner,Operationalisierung von Kundenzufriedenheit und Kundenbindung, 1999 Structure Systems Culture Attitude Innovation as a value Management as a role model Identification/alignment Frequent customer contact Customer integration (process / value chain) Process-oriented Decentralized Increasing competency Cross team cooperation Defined points of contact Flat hierarchies
- 9. strategy overview step 1:implementing key account management with existing customers A B C New BizAnalysis (I.) existing customers A/B/C customers Information Customer • needs • demands • markets • positioning ReorganisationAnalysis (II.) Company •service/ product portfolio •internal organisation service/ product portfolio internal organisation new business opportunities with existing customers
- 10. key account management •DEF- to identify, develop, maximize and share value added potentials for the customer and your own company* •customer orientated company philosophy •differentiated form to work on and deal with different customer groups •special internal organization: key account teams and streamlining of internal processes * Hans D. Sidow: “Key Account Management”, Munich, 2002
- 11. implementation I •identification ofkey accounts (large accounts, growing customers, opinion leaders, prestigious customers, know-how customers...) •analysis and gathering of information (strategies, demands, needs, expectations, problems of key- accounts; market information) •development of a key account strategy for each customer and a customer contact plan internal organization into account teams, concentration on special services or implementation of new services
- 12. implementation II •introduction ofa customer development plan/forecast in terms of sales and margins plus customer contracts •analysis and regular update/correction of forecast •regular customer strategy/controlling meetings/conferences •implementing customer benefit measurements (staff retention, newsletter, seminars, incentives, parties) •yearly customer surveys (web based)
- 13. recommended activities -execution april july aug sept oct nov dec jan feb mar april mayjunemay identification of key accounts information gathering key account strategy plan internal presentation first customer A strategy meeting internal organisation implemented customer forecast plan forecast updates customer meeting customer meeting customer meeting customer surveysummer party International New Biz Meeting SYSTEMSCebit Cebit controlling/update internal organisation I.I.R. presentation strategy ‘foreign’ market
- 14. Bottom line • Whatis it all about? COMMUNICATION! SUCCESS! COMMUNICATION!
- 15. Summary • Key AccountManagement • Ask, listen, analyze • Quality • Flexibility • Long-term • Continuity • Predictability • Internal organization/structure • Referrals • Success => Security
- 16. Q&A - Discussion •Thank you very much!