Univ Manufacturers: key account management for B2B. Issue 1 (30th March 2022)

• Record Type: Journal Article
• Authors: Dash, Sadhna; Dam, Leena B.; Pillai, Deepa; Kumar, Jitender
• Is Part Of: Emerald emerging markets case studies. Volume 12:Issue 1(2022)
• Page Start: 1
• Page End: 27
• Publication Date: 2022-03-30
• Subjects: Key accounts -- Small businesses -- B2B marketing -- Manufacturing
• DOI: 10.1108/EEMCS-10-2021-0326
• Languages: English
• ISSNs: 2045-0621

Abstract

Abstract : Learning outcomes: At the end of the case discussion, students would be able to: design key account selection criteria for the organization's vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth. Case overview/synopsis: Tarun, the proprietor of UM, has recently received two big orders, one from Ram Enterprise, a long-standing client since 2011 of INR 2m (10% profit margin) and another order from a new client based in Chennai, a growing pharmaceutical products company, of order size of INR 2.3m (15% profit margin). Both the orders were required to be completed within 15 days. The new client with higher value and better returns could help UM enter the south India market, whereas business from the existing client was also profitable. Despite both orders being necessary for business survival and expansion, fulfilling them on schedule posed a huge challenge. Tarun wanted to fulfil both orders. He knew similar situations might arise in future. He advocated prioritizing customers, which made him contemplate KAM. On what basis he should categorize his customers was a big question. Tarun felt that it was time for UM to strategize relationship management with his customers. He wanted to optimize the partnerships. Tarun knew he wanted to introduce KAM, but was firm-level internal capabilities were enough for key account execution. What would be the feasible outcomes if KAM is applied at UM? What must he do to prevent such situations in the future? Complexity academic level: This case can be used in B2B marketing and sales management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programs. Supplementary materials: Teaching notes are available for educators only. Subject code: CSS 8: Marketing.