Long-standing customer relationships often lull organisations into a false sense of security. This SAM/KAM mini-case explores how one company, EPP, nearly lost its most important account — not due to service quality, but due to complacency, weak communication, and poor operational execution.
Based on a real situation, this case study follows EPP, a product design consultancy, as it faces escalating frustration from GLOSS — a legacy customer that still represents 40% of its business. Invoice errors, unclear communication, and inexperienced account handling come together to threaten the entire relationship.
Key Scenario Details
- GLOSS’s Purchasing Director is fed up with invoice inaccuracies and poor service transparency
- The new KAM is seen as too junior and ineffective, damaging GLOSS’s trust in the relationship
- A request for senior-level intervention is met with holiday absence and delegation — further aggravating the situation
Lessons & Recommendations
- Senior stakeholder visibility: Key accounts must feel they are handled by experienced decision-makers
- Operational excellence matters: Poor invoicing and service admin can undo great delivery work
- Dedicated support teams: KAMs need cross-functional allies with defined objectives
- Risk awareness: Over-reliance on a single client can lead to tactical risk avoidance rather than strategic focus
How to Use This Case
- Reflect on whether any of your key accounts are “coasting” on history rather than proactive relationship management
- Run as a workshop with cross-functional account teams to examine gaps in client communication and escalation
- Discuss: What role should senior leadership play in account retention?
Insight
“Old loyalties won’t protect a key account when decision-makers feel ignored, undervalued, or frustrated.” – Professor Malcolm McDonald
Download the Mini-Case
This summary highlights the key risks, but the full case includes background narrative, discussion prompts, and a breakdown of action steps for recovery and retention.
Reproduced with kind permission from Dr Beth Rogers.