The goal of this chapter is to describe how a multinational company adopted a KAM program in a local branch, using the lenses of a well-established framework. Starting from a change in Strategy, the company had to modify its Shared values (culture), leadership Style, organization Structure, support Systems, Skills and Staff characteristics. To do this, we first review the sparse literature on KAM and change management, and summarize it. Next, we introduce the background information about the company to clarify the context into which a KAM program was introduced. Then, we describe and interpret the change management project followed by the company to implement the KAM program. In doing this, we report anecdotes and examples. Finally, some key learnings from the case are presented.
Key accountization at Bosch Automotive Aftermarket (BAA) Italy: managing and implementing a strategic change
GUENZI, PAOLO
2014
Abstract
The goal of this chapter is to describe how a multinational company adopted a KAM program in a local branch, using the lenses of a well-established framework. Starting from a change in Strategy, the company had to modify its Shared values (culture), leadership Style, organization Structure, support Systems, Skills and Staff characteristics. To do this, we first review the sparse literature on KAM and change management, and summarize it. Next, we introduce the background information about the company to clarify the context into which a KAM program was introduced. Then, we describe and interpret the change management project followed by the company to implement the KAM program. In doing this, we report anecdotes and examples. Finally, some key learnings from the case are presented.
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