George S. Yip and Audrey J. M. Bink
- Published in print:
- 2007
- Published Online:
- October 2011
- ISBN:
- 9780199229833
- eISBN:
- 9780191696374
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199229833.003.0007
- Subject:
- Business and Management, Strategy, International Business
Chapter 6 examined the global account manager (gam). But as the relationship with a major account will be more intense than one person can handle, there will always be more employees involved in the ...
More
Chapter 6 examined the global account manager (gam). But as the relationship with a major account will be more intense than one person can handle, there will always be more employees involved in the relationship besides the gam. The way these employees are linked with each other, both formally and informally, means that they form the global account team (gat). This chapter discusses the gat, focusing on the following issues: responsibilities of the global account team; who should be selected as members of the global account team; organizational structure; and the team's place in the organization.Less
Chapter 6 examined the global account manager (gam). But as the relationship with a major account will be more intense than one person can handle, there will always be more employees involved in the relationship besides the gam. The way these employees are linked with each other, both formally and informally, means that they form the global account team (gat). This chapter discusses the gat, focusing on the following issues: responsibilities of the global account team; who should be selected as members of the global account team; organizational structure; and the team's place in the organization.
George S. Yip and Audrey J. M. Bink
- Published in print:
- 2007
- Published Online:
- October 2011
- ISBN:
- 9780199229833
- eISBN:
- 9780191696374
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199229833.003.0009
- Subject:
- Business and Management, Strategy, International Business
The success of the global customer management (GCM) programme depends mostly on the efforts of the employees of the company who deal with the global accounts — in other words, not just the global ...
More
The success of the global customer management (GCM) programme depends mostly on the efforts of the employees of the company who deal with the global accounts — in other words, not just the global account manager (gam) but also the global account team (gat) members and any other employees who deal with the global accounts. So it is vital that all employees know about the importance of the GCM programme for the company, and that they have a positive attitude toward it from the start. Incentives and compensation constitute two critical tools for building such a positive attitude that helps implementation of the GCM programme. This chapter discusses the difficulties in constructing a compensation structure that is fair to all involved and that remains effective in achieving the objectives of the GCM programme. This includes remunerating the right people for the right results, and using the right criteria to measure the results.Less
The success of the global customer management (GCM) programme depends mostly on the efforts of the employees of the company who deal with the global accounts — in other words, not just the global account manager (gam) but also the global account team (gat) members and any other employees who deal with the global accounts. So it is vital that all employees know about the importance of the GCM programme for the company, and that they have a positive attitude toward it from the start. Incentives and compensation constitute two critical tools for building such a positive attitude that helps implementation of the GCM programme. This chapter discusses the difficulties in constructing a compensation structure that is fair to all involved and that remains effective in achieving the objectives of the GCM programme. This includes remunerating the right people for the right results, and using the right criteria to measure the results.
