In complex B2B relationships, customer demands can stretch even the most experienced account managers. This SAM/KAM mini-case follows Damon Riley, a key account manager at Special Raw Materials Ltd (SRML), as he navigates a major partnership opportunity with All Components PLC — a customer seeking a 5-year, 100% supply deal under highly unconventional terms.
The case raises vital questions about account control, team autonomy, commercial boundaries, and long-term value creation. It’s a compelling scenario for training, discussion, and strategic sales planning exercises.
Case Scenario Highlights
- All Components wants to hand-pick their SRML account team — even technicians
- They require SRML to hold raw materials on consignment stock
- They propose 40 separate success criteria and request extended credit terms
Damon’s Dilemma
While keen to secure the partnership, Damon faces organisational resistance on key points. SRML traditionally selects account teams based on internal development needs and limits credit terms due to working capital pressures. He must prepare a balanced recommendation for the board that protects SRML’s principles while securing the deal.
Strategic Recommendations
- Offer a highly skilled team to build trust, with formal introductions via senior leadership
- Negotiate limited credit extensions with interest, or tie terms to performance
- Use the signing event as a PR opportunity to reinforce SRML’s customer-centric approach
How to Use This Case
- Explore how flexibility and boundaries interact in strategic account development
- Consider how your own organisation would respond under similar pressure
- Discuss internally: Where is your red line? Where can you afford to adapt?
Insight
“The most strategic accounts often push the boundaries — not out of arrogance, but because they expect shared risk, shared value, and shared standards.” – Professor Malcolm McDonald
Download the Mini-Case
This summary outlines the core dilemma, but the full PDF includes the original case and discussion points for workshops or leadership teams.
Reproduced with kind permission from Dr Beth Rogers.