creating cross-functional teams
Most large organizations in North America are
going to market much differently than they have in the past. One
strategy that is proving to be particularly effective is the
creation of cross-functional teams. The teams are generally
assigned to the organizations largest and most critical
accounts. In consulting with these companies in setting up their
key account teams we offer the following advice:
-
 Consider having team members assigned from non-traditional
functional areas. Particularly important are areas where
customer contact occurs. This could include accounting,
distribution, marketing and customer service to name a few. The
advantages of having non sales people as part of the large
account team is that they become invested in the success of the
relationship that you have with your customer. An understanding
of the entire key account situation will often help in freeing
up resources that had previously been unavailable.
-
Compensate team members based on achievement of milestones as
you move your relationship forward with your large account.
-
Many “customer focused” organizations are creating teams
based on who the customer is as opposed to the products being
sold. Teams are created across business units and subsidiary
companies. The result is often that business can often be
leveraged. Used strategically, this type of approach, by virtue
of the dollar volume of business will often move you up the
organizational pyramid. This allows you to speak in terms of
organizational issues and away from the perpetual price
discussion.
|
