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Global Account Management Reloaded (GAM meets Sales 3.0) GSSI 2009 Conference – Clermont-Ferrand
© Olivier Riviere / Mmd – GSSI Conference 2009 Global Account Management: unchanged? Web 2.0 Entreprise 2.0 Individualism and tribalism Conversations Complex trust mechanisms GAM X.0?Sales 3.0 Consultative Collaborative Transactional and relational ???
© Olivier Riviere / Mmd – GSSI Conference 2009 GAM reality evolution Customer selection GAM teams & skills Methodology Technology for GAM Success metrics
© Olivier Riviere / Mmd – GSSI Conference 2009 Evolving definition of “Global Client” Used to be defined by; well defined unified needs centralized decision making prevailing HQ will …. Now tends to be; global but diverse ambiguous a balance between HQs and geographies
© Olivier Riviere / Mmd – GSSI Conference 2009 Client segmentation matrix Value (revenue, relationship) Potential (growth, prestige) High Value Clients Star ClientsDevelopment Clients Dilemna Clients - Manage for retention and profitability - Invest for expansion of relationship and scope -Limit costs - Potential replacement strategy - Controled investment for development Example for an intellectual services supplier
© Olivier Riviere / Mmd – GSSI Conference 2009 Multi-level segmentation Apply segmentation to Global, Regional, and Local level –Forces a dialog –Makes differences in analysis visible and rational –Helps manage ambiguity Differentiate true Global Accounts from multi-national development accounts
© Olivier Riviere / Mmd – GSSI Conference 2009 GAM t eam and skills GA Lead as a multicultural entrepreneur –Networker and influencer –Politically astute –At ease with ambiguity –Virtual team manager GA team member skills –Collaborative approach –Multicultural flexibility –Networking and influencing
© Olivier Riviere / Mmd – GSSI Conference 2009 GAM m ethodology Advanced V irtual team management techniques Global Service Standard Global Account Plan –Including a specific networking and bizdev plan
© Olivier Riviere / Mmd – GSSI Conference 2009 Technology for GAM Leverage Web 2.0 tools Portal for knowledge s haring Adequate process automation
© Olivier Riviere / Mmd – GSSI Conference 2009 GAM success metrics No leniency on figures –Revenue, margin Take care of people –Team dynamic –Personal development Push your offer –Strategic delivery to each GA? A good GA balanced score card s hould cover the following areas
© Olivier Riviere / Mmd – GSSI Conference 2009 Global Account Management Reloaded Web 2.0 Entreprise 2.0 Individualism and tribalism Conversations Complex trust mechanisms GAM Reloaded Sales 3.0 Consultative Collaborative Transactional and relational Extended definition of global Networking with clients Truly multicultural team Advanced performance management
© Olivier Riviere / Mmd – GSSI Conference 2009 Thank You! Olivier Riviere Mmd, General Manager, Poland & Baltic States Author, speaker, and coach on Marketing and Communications ”MARKETING LIGHTHOUSE” firstname.lastname@example.org +4 8 693 837 610 6 Skype: olivierriviere7808 email@example.com
STRATEGIC TRAINING CHAPTER TWO. Qualcomm Strategy is to offer new and innovative products Need ees with new skills Offer 250 new courses on line Business.
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