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Editorial Reviews

Review

An indispensable how-to book for CEOs who lead global companies and, even more importantly, for those who aspire. Implementing global account management is not easy. In a unique partnership of the business world with academe, Capon, Potter, and Schindler lay out a comprehensive roadmap for developing a global account program. If you are trying to support your global customers, I recommend you read and use this book. You will save yourselves time and many missteps as you learn from the myriad of insights the authors provide. IÂ’ve seen it from both sides of the desk. Increasingly all firms are impacted by globalization. --Jennifer Cuthbertson, Business Book Review<br /><br />Managing a company s global accounts is not the same as managing national accounts, and any business that tries to move from national to global accounts without careful consideration and planning is doomed to fail. Managing Global Accounts presents a planning process and nine critical factors that any company must consider as it moves into the global marketplace. From how to change an organization s structure, to how to determine what accounts to accept, to how to hire the right Global Account Manager (GAM), this book provides a blueprint for any company contemplating making the leap into the global economy. Capon, Potter, and Schindler focus on achieving corporate success and organizational survival by focusing on developing and sustaining beneficial relationships with global customers. Today, many companies are finding that they are getting a higher portion of their revenue and profits from fewer customers. In fact, these customers can be considered to be core assets. As a result many companies have developed strategic or key account programs as an organizational approach to revenue and profit concentration. These strategies have brought many companies great success, when they develop the appropriate strategies, line organizations, systems and processes, and human resources to serve them. But, many of the companies find they are not set up to handle a customer s request to place a single global order, to purchase similarly. The authors contend that the domestic strategic account management model does not work for this scenario, because the supplier does not have a framework, strategy, organization, or process to negotiate an arrangement with the global customer. As they put it, The multi-domestic (or multinational) supplier cannot satisfy the customer s need for conducting business globally, even though the supplier itself may operate in many countries around the world. Successful global account management may call for reformulating the line organization and accepting the inherent personnel dislocations. It will also mean changing systems and processes designed to serve domestic customers with ones that will work globally, and the human resources implications are enormous. Globalization is one of the key catalysts for change in today s business world, and one of the biggest challenges is that most companies will still need to meet the needs of their domestic customers, while determining how to adapt for current and potential global customers. The authors have outlined several hurdles that companies must clear before setting up a global account management system. They also lay out the rewards and risks in global account management and caution that, while it is very tempting to skip the extensive planning, it is not recommended. Indeed the benefits of getting it right the first time are very substantial. If you are able to improve your relationships with a few global accounts, the rewards in additional revenues and profits should by far exceed your investment in the global program. --Rolf Dobelli (Luzern Switzerland)

Managing a company s global accounts is not the same as managing national accounts, and any business that tries to move from national to global accounts without careful consideration and planning is doomed to fail. Managing Global Accounts presents a planning process and nine critical factors that any company must consider as it moves into the global marketplace. From how to change an organization s structure, to how to determine what accounts to accept, to how to hire the right Global Account Manager (GAM), this book provides a blueprint for any company contemplating making the leap into the global economy. Capon, Potter, and Schindler focus on achieving corporate success and organizational survival by focusing on developing and sustaining beneficial relationships with global customers. Today, many companies are finding that they are getting a higher portion of their revenue and profits from fewer customers. In fact, these customers can be considered to be core assets. As a result many companies have developed strategic or key account programs as an organizational approach to revenue and profit concentration. These strategies have brought many companies great success, when they develop the appropriate strategies, line organizations, systems and processes, and human resources to serve them. But, many of the companies find they are not set up to handle a customer s request to place a single global order, to purchase similarly. The authors contend that the domestic strategic account management model does not work for this scenario, because the supplier does not have a framework, strategy, organization, or process to negotiate an arrangement with the global customer. As they put it, The multi-domestic (or multinational) supplier cannot satisfy the customer s need for conducting business globally, even though the supplier itself may operate in many countries around the world. Successful global account management may call for reformulating the line organization and accepting the inherent personnel dislocations. It will also mean changing systems and processes designed to serve domestic customers with ones that will work globally, and the human resources implications are enormous. Globalization is one of the key catalysts for change in today s business world, and one of the biggest challenges is that most companies will still need to meet the needs of their domestic customers, while determining how to adapt for current and potential global customers. The authors have outlined several hurdles that companies must clear before setting up a global account management system. They also lay out the rewards and risks in global account management and caution that, while it is very tempting to skip the extensive planning, it is not recommended. Indeed the benefits of getting it right the first time are very substantial. If you are able to improve your relationships with a few global accounts, the rewards in additional revenues and profits should by far exceed your investment in the global program. A successful global account program can mean increased profits through global coordination; development of global partnerships; better competitive positioning, and greater global dependency by customers, because customers also benefit. They receive better products and services that meet their needs, and they could gain process efficiencies and solve global supply chain issues. --Jennifer Cuthbertson - Business Book Review Vol. 23, No. 17

About the Author

Professor Capon is the R.C. Kopf Professor of International Marketing and former Chair of the Marketing Division at Columbia Business School in New York, where he has been on the faculty since 1979. He is Director of the Managing Strategic Accounts (MSA), and Pricing-to-Win (P2W) executive programs. He also teaches on the Columbia Senior Executive Program (CSEP) and on Columbia's Executive MBA partner programs with the University of California, Berkeley (Berkeley/Columbia EMBA) and London Business School (EMBA Global). He also designs, directs, and teaches numerous private programs for major corporations. Professor Capon is widely published. His articles have appeared in many reviewed journals and trade magazines. He has also written many books on marketing and sales management. He earned B.Sc. and Ph.D. degrees in Chemistry from University College, London University, and degrees in Business Administration from Manchester (Dip. BA), Harvard (MBA) and Columbia Business Schools (Ph.D.).
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Product Details

  • Paperback: 256 pages
  • Publisher: Wessex Press; Second edition (June 18, 2008)
  • Language: English
  • ISBN-10: 0979734436
  • ISBN-13: 978-0979734434
  • Product Dimensions: 9.2 x 6.2 x 0.8 inches
  • Shipping Weight: 15.2 ounces (View shipping rates and policies)
  • Average Customer Review: 3.8 out of 5 stars  See all reviews (5 customer reviews)
  • Amazon Best Sellers Rank: #1,198,527 in Books (See Top 100 in Books)

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Customer Reviews

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Most Helpful Customer Reviews

5 of 6 people found the following review helpful By J. Pucciarelli on December 27, 2006
Format: Hardcover
This book reads as though it were written by someone who spent their business career in sales operations. You know the ones - overly preoccupied with process with little understanding of how things really work.

The first nine chapters are written in a workmanlike fashion. They describe the rationale and pitfalls of those struggling with global account management, but the prescriptions for actually doing something are too superficial to be of any real use.

The most important topic (and the authors acknowledge it) is quantifying the business value from global account management. The authors save this until the first part of chapter 10. Their most important insight is that the value from global account management depends on the company. Wow - I paid to find that out? A framework or taxonomy for measuring business value would have been much more useful.

Their treatment of the problems associated with global account management was one of the better sections - I give them credit for including it.

Finally, there are half a dozen tables included throughout. I found them to be the most useful part of the book.

This book can easily be skimmed in one cross-country plane trip. If you are looking for a few good ideas, check it out. If you are looking for a definitive treatise on global account management, look elsewhere.
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1 of 1 people found the following review helpful By Rolf Dobelli HALL OF FAMETOP 1000 REVIEWER on April 7, 2008
Format: Hardcover
Noel Capon, Dave Potter and Fred Schindler claim that how corporations manage their global accounts will determine nothing less than their "success and organizational survival in the 21st century." The authors present in reasonably clear (though not always grammatical) language the essentials of global account management. Stories at the beginnings of the chapters demonstrate the importance of the issues, and helpful summaries at the ends recapitulate the authors' main points. This is a practitioner's guide, straightforward and detailed. getAbstract recommends it to global account managers as well as to managers of sales and marketing units who are considering instituting a global account management program.
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1 of 1 people found the following review helpful By Michael Steinharter on December 6, 2009
Format: Paperback Verified Purchase
These guys have put together a very clear and well-organized primer for those who work in companies interested in serving global customers. While I've not seen a company that does absolutely everything described in this book, it is a great 'how-to' for executives who either want to set their global account program up properly, evaluate where they can improve or figure out what's gone wrong when their program has lost support or not yielded expected results. The simulated characters at the beginning of each chapter are just okay; easily skipped, but the explanations in the chapters themselves are excellent; good company examples, clear explanations. A book that can be referred to over time.
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1 of 1 people found the following review helpful By Dr. Reed K. Holden on September 25, 2008
Format: Paperback
Think of this as the handbook for Global Account Management (GAM). It is a terrific one, chock full of processes and steps for managers trying to catch up with the needs of their global accounts. Also included at no extra charge is some sage advice for the many firms that have stumbled in the process.
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I really like how the authors constructed their content. Using CSFs as a basis for their advice was a unique approach and provided a basis for anyone thinking about designing or enhancing their global account management team. The concepts are valid and touch on all the key elements of global account management. I consistently heard myself saying, "Hey, I've been there", or "I've done that". A thought provoking read. Nice job.
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