Not all opportunities are worth chasing. In this SAM/KAM mini-case, Jo Young — key account manager at Punch Financial Services — is approached by a large local authority interested in consolidating financial services suppliers. At first glance, the opportunity seems flattering: a warm introduction, interest in a future partnership, and potential for new revenue.
But Jo isn’t sure this new business is a strategic fit. Punch typically targets high-risk industries where its risk management expertise adds unique value. The public sector is unfamiliar territory, governed by strict procurement rules, low margins, and long decision-making chains.
Key Scenario Details
- The contact is friendly and well-informed — but cannot promise anything beyond price-based tendering
- Punch has no history in public sector accounts and operates a portfolio strategy that avoids non-core risks
- Jo must decide whether to pursue the deal — and if so, how to do so without compromising Punch’s positioning
Strategic Reflections
- “Bluebird” deals (unexpected opportunities) can consume time and attention without long-term strategic value
- Segment fit matters — public sector business may not offer sufficient margin or control
- Sometimes the best outcome is to engage politely, submit a standard proposal, and move on
Recommended Approach
- Maintain integrity with the contact by responding professionally
- Do not distort your offer to win unprofitable, low-potential business
- Re-evaluate public sector opportunities only if the strategic criteria fundamentally change
Insight
“Key account strategy is as much about knowing what to walk away from as it is about knowing what to chase.” – Professor Malcolm McDonald
Download the Mini-Case
This summary outlines the opportunity and risk trade-off, but the full PDF includes case dialogue, discussion guidance, and a reflection on public sector alignment.
Reproduced with kind permission from Dr Beth Rogers.