Wyniki wyszukiwania - BazTech

Ograniczanie wyników

2 2007

Powiadomienia systemowe

Sesja wygasła!
Sesja wygasła!
Sesja wygasła!

Znaleziono wyników: 2

Liczba wyników na stronie

Wyniki wyszukiwania

Wyszukiwano:
w słowach kluczowych: zarządzanie klientem

Sortuj według:

Ogranicz wyniki do:

Zarządzanie klientem globalnym - dobór menedżerów i czynniki sukcesu strategii

Węcławik A., Kowalik I.

Gospodarka Materiałowa i Logistyka

2007

nr 9

2-8

Powodzenie strategii zarządzania klientem globalnym jest uzależnione od różnych warunków, do których należy m.in. właściwa obsada stanowisk menedżerskich i odpowiednie umieszczenie personelu obsługującego GAM w strukturze firmy dostawcy oraz cały szereg innych czynników, począwszy od wiedzy dostawcy, po zmiany w otoczeniu makroekonomicznym. Czynniki te, ze szczególnym uwzględnieniem doboru menedżerów i czynników sukcesu strategii zostały zaprezentowane w artykule.

The success of global account management strategy depends on many diverse factors. One of them is selection of global account managers. Due to the changes occurring in the marketing channels, selecting appropriate people whose competences allow them to handle these changes, is very important for success of GAM. At Robert Bosch GmbH only people with certain social and professional prerequisites are allowed to obtain the function of global account manager. They are assessed in terms of their social bonds with business partners, professional experience, managing abilities, intercultural skills, technical knowledge as well as knowledge of global business processes. Another global company - Siemens - has implemented special regulations for managers' occupation and company's information flow in order to improve its relations with global customers. Another key success factor of GAM strategy is the structure of global organisation. There are many decisions concerning organisation structure to be made to implement and develop the strategy effectively. In the article, 14 key decisions are presented, which should lead to the success of GAM strategy at Robert Bosch GmbH. These decisions about the GAM structure depends highly on the existing organisation structure of Bosch company, as well as of the customer' company structure, as it has to be aligned to his needs. Moreover, there are some functions and task of GAM strategy, which should ensure its success. These are: gathering of customer information, coordination of activities, and reconfiguration of resources at the supplier company. Researches presented in the article show, there are many different factors which influence strategy success of failure, e.g. customer satisfaction, customer knowledge of supplier company, social bonds between companies, innovation, investment in relationship both of the supplier and customer, changes in external environment, and quality of alternatives. The success of GAM strategy can be assessed by diverse market indices, e.g. customer satisfaction, customer value, cost reduction, and rentability increase. The Robert Bosch GmbH company adopted sales revenue, sales profit, sales goals achievement, and price change rate as GAM indices. The differences can be led back to the fact, that GAM at Bosch has already been implemented, and the indices will be changed as the advanced phases of GAM come, which in turn will help improve the strategy.

Wdrożenie i struktura organizacyjna zarządzania klientem globalnym na przykładzie firmy Bosch Automotive Technology

Węcławik A., Kowalik I.

Gospodarka Materiałowa i Logistyka

2007

nr 8

19-24

W odpowiedzi na globalizację rynków i rosnące wymagania związane z nasilającą się konkurencją, od kilkunastu lat międzynarodowe koncerny wdrażają tzw. zarządzanie klientem globalnym (global account management, GAM). Patrząc z perspektywy całości procesów w firmie, GAM to podejście do zarządzania marketingiem zorientowane na relacje i skoncentrowane na zaspokajaniu potrzeb ważnego klienta globalnego na rynku B2B. Z kolei zgodnie z innym ujęciem, o charakterze operacyjnym, GAM to nowa forma organizacyjna w ramach wielonarodowej/globalnej organizacji dostawcy stosowana w celu koordynowania i integrowania w skali światowej obsługi klienta poprzez centralnie zarządzany zespół. Taka forma organizacyjna ma za zadanie zapewnić bardziej efektywną obsługę wielkich i złożonych klientów operujących w skali globalnej. Firma BOSCH Automotive Technology, od dawna będąca graczem globalnym i stosująca strategię globalnego zarządzania klientem, wraz z początkiem roku 2007 oficjalnie wprowadziła GAM (zwany w firmie GKAM) rozumiany zarówno jako strategia jak i wspierająca ją nowa struktura globalnej organizacji sprzedaży i marketingu firmy.

Global Account Management (GAM) is the new frontier in relationship marketing concentrating on the needs of global customers. GAM stands also for new organisational structure implemented by comapnies acting worldwide, in order to coordinate and integrate their international customer service. There are many reasons for global suppliers to implement GAM. One of them is the need to better understand the globally acting customers and be able to improve one's own services on the global base. Another reason is the need to coordinate worldwide sales activities and integrate global communication processes to improve the cooperation with customers. The aim of GAM implementation is to create a strong longterm relationship between supplier and customer, based on trust and commitment. This should lead to mutual satisfaction and profits. The implementation process of GAM can be divided into many different phases. In the first phase the potential key customer (account) is being identified and acquired by the supplier company. The last one, called partnership GAM, is the most advanced stage of cooperation. Business partners become strategic resource for each another and experience mutual profits. One of the global companies which has already implemented GAM is BOSCH Automotive Technology. The reason for implementing GAM at BOSCH were needs of its top global customers - original equipment manufacturers, which have implemented global purchasing systems. BOSCH has had to align to their global processes and structures to stay competitive. The organisational structure and global processes at BOSCH Automotive Technology had some weak points, which all should be removed or improved thank to GAM implemetation - global coordinated processes of sales and marketing als well an the new global structure supporting professional unified customer services all over the world. The main reasons for implementing GAM at BOSCH Automotive Technology were creating "the single point of contact" for every account, coordinating global offers and global technology standards, harmonising the price policy, unifying e-business tools and activities, and standarizing terms and conditions. The new GAM organisational structure should enable global coordination of responsibilities and tasks. It should cover the whole global customer structure and support unified communication. GAM implementation at BOSCH Automotive Technology has started at the begining of 2007. By 2007 the company had already achieved the middle-advanced stage of global account management. By formal implementation of the GAM program and new organisational structure, the most advanced stage of GAM is aimed.