This case series explores the issues faced by the key account manager appointed to handle one of the company’s major accounts, but one that is just about to walk out the door. The cases demonstrate efforts to turn the situation around, including improved knowledge of the client’s business and industry, cross-company team building, and a governance process for continual improvement.
Learning objective: The learning objective is to demonstrate how key account management can be the most productive way to increase sales and profits: sell more to existing customers. This requires well coordinated and sometimes difficult actions from the business units and divisions. The case emphasizes the need for the whole team, and not just the key account manager, to invest time in building relationships with the client and become more customer-centric. There are some interesting issues as to who should make decisions, have power, and where the P&L should reside. These depend, in the end, on the history and culture of the organization.
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Today’s workforce often includes a mix of permanent employees, freelancers, and outside contractors – but even organizations with mostly external workforces or highly autonomous workforces need proximity to succeed over the long term. Here are fou...
Set in 2024, the case describes the trajectory of Nike's success and how it had recently lost its way. The company was experiencing its worst slump in more than 10 years. Since 2020, CEO Donahoe oversaw a significant shift away from wholesale, wit...
This brief case exercise presents an increasingly common business scenario: An established player acquires a small, agile start-up to re-energize its value proposition. In this case, established global beauty giant UrbanLuxe acquires beauty start-...
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In an age that prizes agility, breaking up is a strategy rather than a surrender, argues IMD’s Salvatore Cantale, as CFOs step forward as architects of value in the de-conglomeration era.
What does it take to move from CFO to CEO? Four top executives share candid lessons on leadership, risk, growth, and redefining the finance role.
Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications