Strategic account management isn’t just about building client trust — it’s also about overcoming internal resistance. This SAM/KAM mini-case explores how WHIZZ, a global information systems supplier, faces challenges delivering support for a high-potential global customer (G-Stores) due to internal misalignment across national operations.
With new pilot stores launching in South America and Europe, G-Stores expects global support — but WHIZZ’s country managers refuse to engage. The national account manager is caught in the middle, with limited influence and a relationship that risks being seen as personal rather than professional.
Key Scenario Details
- The KAM has strong personal ties to the customer’s CEO, but little cross-border authority
- G-Stores is expanding globally, but WHIZZ’s support is inconsistent outside the home market
- Local teams resist resource allocation without clear incentive or strategic alignment
Strategic Takeaways
- Global KAM requires global structures — not just local heroes
- Supplier strategy must go beyond individual relationships to build organisational credibility
- Cross-border support may require internal transfers, joint planning, or financial redistribution
- G-Stores is likely a “selectively invest” global account — high potential if WHIZZ integrates
Recommended Discussion
- Would your account strategy be resilient without the personal connection?
- What models could your organisation adopt to support global customers consistently?
- How could WHIZZ create shared incentives for country managers to support expansion?
Insight
“Global account strategy fails when local teams act parochially. You can’t offer global partnership with national silos.” – Professor Malcolm McDonald
Download the Mini-Case
This summary outlines the scenario, but the full case includes the original narrative and a discussion framework for assessing readiness for global account support.
Reproduced with kind permission from Dr Beth Rogers.