STRATEGIC ACCOUNT MANAGEMENT

[Pages:10]STRATEGIC ACCOUNT MANAGEMENT

? D.P. Gosselin, December 19, 1999

Drs.Ir. Derrick-Philippe GOSSELIN Alcatel Telecom

Gent, JANUARY 11, 2000

Int. Ref : SAM-Vlerickworkshop.ppt Page 1

CONTENT

Difference between Marketing & Industrial Marketing Definition of Strategic Account Management Why Strategic Account Management? Strategic Account Management Process Lessons from Experience at Alcatel Conclusion

? D.P. Gosselin, December 19, 1999

Int. Ref : SAM-Vlerickworkshop.ppt Page 2

MARKETING

CLASSIC MARKETING (CONSUMER BASED)

??PPuusshhpprroodduucctsts//sseerrvviciceess bbyymmaannipipuulalatitoionnooff44PP's's bbaasseeddoonnsseeggmmeenntt""nneeeeddss""

??PPaassssiviveeccuussttoommeerrss ??AAcctitviveesseelllelerr ??AAtotommisistitcicmmaarrkkeett

INDUSTRIAL MARKETING

??RReelalatitoionnsshhipipbbaasseedd ??VVaalulueeCCrreeaatitoionn==pprroobblelemmssoolvlviningg

?? PPrroocceessss ?? TTrraannssfoforrmmaatitoionnpprroocceessss ?? PPrroodduuccttuussee !!TTrruusstt//ccrreeddibibiliiltityy

NNoottaapppplilcicaabbleleinin inindduussttrriaiallMMaarrkkeettss

? D.P. Gosselin, December 19, 1999

GGrroowwthth==vvaaluluee//pprroobblelemmssoolvlvininggbbaasseedd ==ttrruusstt,,ccoommmmititmmeennttaannddppeerrffoorrmmaannccee

Int. Ref : SAM-Vlerickworkshop.ppt Page 3

RELATIONSHIP MARKETING

" In industrial markets, it is not the manipulation of the marketing mix which brings strategic advantage, but effective `Relationship Management'. This means creating, developing and maintaining a network based on value creation thru problem solving for the customer."

Gummesson 1987

? D.P. Gosselin, December 19, 1999

Int. Ref : SAM-Vlerickworkshop.ppt Page 4

DEFINITIONS

STRATEGIC ACCOUNT

Customers in a business-to-business market, identified by selling companies as of strategic importance

STRATEGIC IMPORTANCE

volume or potential volume profit/margin or potential profit/margin image /status innovation capacity growth or growth potential

STRATEGIC ACCOUNT MANAGEMENT

? D.P. Gosselin, December 19, 1999

approach to build a portfolio of loyal strategic accounts

offering products/services tailored to their individual needs

Int. Ref : SAM-Vlerickworkshop.ppt Page 5

WHY STRATEGIC ACCOUNT MANAGEMENT

Internationalisation & globalisation interdependency between suppliers & customers because of more complex needs

Market maturity customer cost reduction => more focus on key suppliers supplier growth at expense of competition => more account penetration

Customer power (= result of mature markets) more industry concentration => less customers more geographical scope and more consistent outputs need for sophisticated solutions

? D.P. Gosselin, December 19, 1999

Int. Ref : SAM-Vlerickworkshop.ppt Page 6

STRATEGIC ACCOUNTS

National

CCuusstotommeerr Regional International

Global

National

Regional SSuupppplileierr

International

Global

? D.P. Gosselin, December 19, 1999

Int. Ref : SAM-Vlerickworkshop.ppt Page 7

CUSTOMER FOCUS AND SELECTION

Complex

? Not all customers have same value ? Volume is not the selection Criteria

PPaarrtntneerrsshhipip JJooininttRReelalattioionn

Customer Relationship Complexity

Simple

OOppppoorrttuunnisistticic PPrriciceeDDrriviveenn

Transaction

Systems/Solutions

Product/Service Complexity

? D.P. Gosselin, December 19, 1999

Int. Ref : SAM-Vlerickworkshop.ppt Page 8

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