{"id":82472,"date":"2022-03-04T13:02:30","date_gmt":"2022-03-04T12:02:30","guid":{"rendered":"https:\/\/www.bbs.unibo.it\/?post_type=ricerca&p=82472"},"modified":"2022-05-09T10:53:08","modified_gmt":"2022-05-09T08:53:08","slug":"is-adoption-of-a-key-account-management-approach-to-customer-relationships-the-key-to-success-at-3m","status":"publish","type":"ricerca","link":"https:\/\/www.bbs.unibo.it\/en\/research\/is-adoption-of-a-key-account-management-approach-to-customer-relationships-the-key-to-success-at-3m\/","title":{"rendered":"Is adoption of a Key Account Management approach to customer relationships the key to success at 3M?"},"content":{"rendered":"

Abstract<\/strong><\/p>\n

Antonella Rummenigge, 3M EMEA VP, when calling for the Operating Committee, was strongly convinced that, to further accelerate growth with the Key Accounts, her organization should have looked for a strategic shift in the Go to Market model. The internal and external market research, conducted by Massimo Cammino, was clearly showing that revenue growth from major clients had been falling over the past two years and feedback from the Key Accounts were indicating several critical issues like: lack of alignment with their needs, lack of systems to track account performances, lack of senior management engagement and leadership. Massimo conclusions brought to the negative reactions from the Operating Committee both at Regional Managing Directors and Business Directors level: they were believing that a change in the coordination of the Key Accounts would have brought damages in the internal and external trading relationships. Antonella listened to all the input and finally asked two key questions:<\/p>\n