The document discusses how to generate repeat business with key accounts through customer-oriented business practices. It recommends identifying key accounts and gathering customer information to develop customized strategies. Companies should analyze their service portfolio and internal organization, then implement account teams and regular communication like strategy meetings and surveys to ensure high customer satisfaction, loyalty, and long-term value. The goal is an innovative, flexible approach with a focus on understanding each customer's individual needs to build strong, predictable relationships over time.

1. CONSTANT
CHANGE!?
How to generate Repeat Business with Key Accounts
Matthias Caesar
SAP Language Services, Feb. 27th 03

2. Change in our industry
• Innovation!
• Technology
• Structure!
• MLV
• Source?
• Translator
• Maturity?
• Size

3. 4 Areas one Goal
Source: Bruhn, „Das Konzept der kundenorientierten Unternehmensführung“, 1998
Customer orientation Customer satisfaction Customer loyalty Customer value
Company internal moderating factors
Company external moderating factors
• Heterogeneous
expectations
• Market dynamics
• Market complexity
• Variety seeking-motive
• Image
• # of options
• Comfort-level
• Potential customer value
• Service requirements
• Price
• Customer retention
• Customized services
• Heterogeneous service
range
• Service complexity
• Barrier to change
• Contractual
• Modular design of service
range
• Customer Information System
• Staff retention
• Pricing policy
• Span of service range

4. customer-oriented business model
•DEF – Ability of an enterprise to assume the customer‘s
point of view with regard to services and to transform
this into enterprise services and consequently into
commercial results
•Goal: customer loyalty and profitable customer
relations
•‘Profitable’ is determined by ‘customer value‘ (the long-
term value of a customer to the enterprise)
•Prerequisite for customer loyalty:
high level of customer satisfaction

5. Customer-oriented Corporate Management
Wechselbarrieren
Source: Bruhn, Das Konzept der kundenorientierten Unternehmensführung, 1998
1. Analysis 2. Planning 3. Implementation 4. Controlling
customer oriented
data collection
customer life-
cycle
segmentation
acquisition
relations
management
regain
organization/
structure
management
system
company culture
market-driven
controlling
Internal controlling

6. 0
1
2
3
4
5
innovative
creative
regional
product-oriented
customer-oriented
tailored
reasonable
nitch
traditional
hands-on
international
brand
slow
standard
expensive
general
Customer view
Comp A
Comp C Comp D
Comp B

7. 0
1
2
3
4
5
innovative
creative
regional
product-oriented
customer-oriented
tailored
reasonable
nitch
traditional
hands-on
international
brand
slow
standard
expensive
general
Company view
Comp A
Comp C Comp D
Comp B

8. Measuring
Source: Homburg/ Werner, Operationalisierung von Kundenzufriedenheit und Kundenbindung, 1999
Structure
Systems
Culture
Attitude
Innovation as a value
Management as a role model
Identification/alignment
Frequent customer contact
Customer integration (process / value chain)
Process-oriented
Decentralized
Increasing competency
Cross team cooperation
Defined points of contact
Flat hierarchies

9. strategy overview
step 1: implementing key account management with existing
customers
A
B
C
New BizAnalysis (I.)
existing
customers
A/B/C
customers Information
Customer
• needs
• demands
• markets
• positioning
ReorganisationAnalysis (II.)
Company
•service/
product
portfolio
•internal
organisation
service/
product
portfolio
internal
organisation
new
business
opportunities
with existing
customers

10. key account management
•DEF - to identify, develop, maximize and share value
added potentials for the customer and your own
company*
•customer orientated company philosophy
•differentiated form to work on and deal with different
customer groups
•special internal organization: key account teams and
streamlining of internal processes
* Hans D. Sidow: “Key Account Management”, Munich, 2002

11. implementation I
•identification of key accounts (large accounts, growing
customers, opinion leaders, prestigious customers,
know-how customers...)
•analysis and gathering of information (strategies,
demands, needs, expectations, problems of key-
accounts; market information)
•development of a key account strategy for each
customer and a customer contact plan internal
organization into account teams, concentration on
special services or implementation of new services

12. implementation II
•introduction of a customer development plan/forecast
in terms of sales and margins plus customer contracts
•analysis and regular update/correction of forecast
•regular customer strategy/controlling
meetings/conferences
•implementing customer benefit measurements (staff
retention, newsletter, seminars, incentives, parties)
•yearly customer surveys (web based)

13. recommended activities - execution
april july aug sept oct nov dec jan feb mar april mayjunemay
identification of
key accounts
information gathering
key account strategy plan
internal presentation
first customer A strategy meeting
internal organisation implemented
customer forecast plan forecast updates
customer meeting customer meeting customer meeting
customer surveysummer party
International New Biz Meeting SYSTEMSCebit Cebit
controlling/update internal organisation
I.I.R. presentation
strategy ‘foreign’ market

14. Bottom line
• What is it all about?
COMMUNICATION!
SUCCESS!
COMMUNICATION!

15. Summary
• Key Account Management
• Ask, listen, analyze
• Quality
• Flexibility
• Long-term
• Continuity
• Predictability
• Internal organization/structure
• Referrals
• Success => Security

16. Q&A - Discussion
• Thank you very much!