【正文】 Y ACCOUNT MANAGEMENT FOR CROSSSELLING AND LEAD SHARING Company Challenge ? 400 potential accounts narrowed to 50 based on size of opportunity and ease of account access/peration, then focused on 15 of most interest to BU leaders ? Created fulltime executive level position at corporate center to manage and rollout program ? Made salesperson with the strongest relationship in account the point person for KAM activities – did not create new position ? Established guidelines for incentives, metrics, reporting structure, roles and governance Actions taken Impact ? Global multibusiness unit technology/industrial manufacturer ? Six billion dollar BU’s that make products that could be sold into the same end market ? Before KAM virtually no crossbusiness unit collaboration ? Buyers for different products often not the same ? Sales force perceived risk of opening account as far outweighing any potential sales incentive ? Identified opportunities to capture $34 billion incremental sales within 3 years ? Began closing deals within 6 months, after initial “rampup and rollout” period ? Closed 9 major crossbusiness unit deals within first year ? Opportunities captured to date have been 100% incremental sales 15 ? Market oriented BU with plete pl authority ? Common frontend sales force across all/most product groups ? Overlay account management group with signing authority ? Overlay account management groups without many decision rights ? Assignment of lead unit for multiunit accounts ? Coordinating processes and incentives for independent units ? Traditional sales representatives and distributors APPROPRIATE GTM/KEY ACCOUNT APPROACH A FUNCTION OF NATURE AND SCOPE OF OPPORTUNITY Potential gotomarket approach Typical scope of KAM efforts Info exchange/ cost reduction Qualification/ onetime action Crosssell / referral Coordinated account strategy Unique technical solutions Turnkey solutions Likely “overkill” ? Costing more than benefits created ? Possibly reducing effectiveness of ponentonly sale Likely insufficient to acplish objectives Realistic options Nature of Opportunity ? ? ? ? ? ? ? 16 KEY CONSIDERATIONS IN CREATING TRUE ACCOUNT MANAGEMENT Losers ?All key accounts alike。/lb. vs. benchmark above below above above 2023 target 162。Using Key Account Management to Capture Market Opportunities March 2023 CONFIDENTIAL This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client anization without prior written approval from McKinsey Company. This material was used by McKinsey Company during an oral presentation。/lb. Pocket margin Freight costs MSC costs AR carrying costs n/a 1998 162。 “BandAid” anizational changes ?Big accounts get most attention ?Sales/margin for transaction ?Judgmentbased decisions ?Shortterm account planning。 reacting to opportunities ?Relationshipdriven model ? Leveraging sales ? Relying on negotiation skills to extract value ? Minimal market feedback。 identifying and developing opportunities ?Value creation and partnership model ? Leveraging anization ? Relying on understanding of joint economics to optimize value ? Customer and field feedback loops feed an ongoing process 17 TODAY’S DISCUSSION Overview of key account management ? Perspectives on the opportunity ? Basic beliefs and approach ? Selected examples Discuss a suggested approach for your pany ? Diagnosing the opportunity ? Building the capabilities and capturing nearterm value ? Designing the anization ? Resource requirements Highlight McKinsey qualifications ? Firm experience and resources ? Understanding of your pany Field questions and discuss next steps 18 Phase 2 ~3 months (varies by program) Phase 3 Launch the anization of the future Execution with target customer sets 8 weeks OVERVIEW OF SUGGESTED APPROACH FOR KAM ENGAGEMENT Phase 1 Timing 6 weeks Activities Scope Build the customer knowledge base Opportunity assessment and program design ? Begin to build the market / customer knowledge base ? Understand segment and customer opportunities ? Evaluate capability and change readiness ? Choose customer sets and design execution phase ? Develop the accountlevel fact base ? Execute key account management pilots – Assign role and responsibilities – Engage in pilot account planning – Develop tactical action plans ? Execute initial account actions, evaluate and refine plans ? Initiate longer term account action items ?Complete and “go live” with customer knowledge base ? Outline scope and nature of remaining opportunity ? Determine gotomarket / KAM structure ? Clarify processes and supporting mechanisms ? Begin fullscale implementation ? Opportunities selected in Phase 1 – Solutions/verticalsbased (., oil and gas, utilities) – Crossselling focused (., multibu accounts in IAS, Controls and Power overlaps) – Sales peration at major accounts (., Compaq, Whirlpool) ? Subset of customer base from across the anization, including: – Multidivisional accounts – Multibu accounts – Singlebu global accounts? ? Companywide, highlevel gotomarket anization design Purpose ? Increase success from marketback, opportunitydriven design ? Create momentum through early wins ? Begin building capabilities ? Establish longerterm, experiencebased solution 19 PHASE 1 DETAIL: OPPORTUNITY ASSESSMENT PHASE Timing Activities Begin to build the market / customer