Do you know where the greatest opportunities
of profitable growth are within your strategic
- Are they new services, solutions, or business value model
- Is it the globalization of the SAM organization?
- Is it organizing by industry verticals?
- Is it managing the strategic customers' ecosystem differently
from the past?
Steven A. Sonnenberg
Executive Vice President, Emerson
President, Emerson Process Management
Emerson is known for its rigorous planning process and disciplined execution of strategies, spanning technology innovation, globalization, emerging markets, solutions, service, sales channel, industry verticals, and acquisitions. The planning process and the resulting strategies are central to the company's profitable growth and financial performance. Steve Sonnenberg, President of Emerson Process Management will share insights on Emerson's planning and strategic focus, including the company's highly successful Global Strategic Account Management Program. He will describe how this program has evolved and matured, share lessons learned, and discuss results of the program for Emerson and its customers. The presentation will highlight how a Strategic Account Program that is focused on addressing real customer challenges and delivering measurable business value results in a new supplier/customer relationship – a trusted partner.About Mr. Sonnenberg...
Professor Craig Chapman
Kellogg School of Management
Meeting Wall Street expectations is critical for the success of public companies. In order to meet expectations each and every quarter, companies develop practices to smooth their reported earnings. Since a handful of customers account for the majority of revenue in many corporations, strategic/key account managers play a critical role in this process. Based on research conducted with Professor Tom Steenburgh (Harvard Business School) and Professor Craig Chapman (Northwestern), this presentation will cover the negative as well as positive consequences of these practices, including:
- The central role that SAMs/KAMs play in helping companies regularly fulfill Wall St. expectations
- The effects of Wall Street expectations on the relationship between SAMs/KAMs and their customers, and how short-term targets can damage longterm relationships
- Conflict between finance and sales at the close of financial reporting periods
- Best practices in sales pipeline management that help firms smooth earnings and consistently make their numbers
Who Should Attend
|· VP Directors and Managers of Strategic, Key and
Global Account Programs
|·Sales executives transitioning to account management
|· Senior and C-level sales & marketing executives||· Strategic, Key, & Global Account Managers|
|· Executive sponsors||· SAM Talent Management & HR professionals|
|· SAM Program Office Managers & Support Staff||· SAM Multifunctional Teams|
|· Managers with SAM Direct Reports|