Posts Tagged ‘global business’

GAM Reloaded #5 : Client Segmentation, a prerequisite to GAM

This is the fifth post of our GAM Reloaded™, series Post 1: Introducing GAM Reloaded Post 2: Typology of International Clients Post 3: Strategic options on International Accounts Post 4: Building support for the programme In this fifth post, we explore why building a Client Segmentation – and doing it in a collaborative manner – paves the ways to a better management of all clients. Important reminder, in this blog series

GAM Reloaded #3: Strategic options for International Accounts

This is the third post of our GAM Reloaded™, series. Our first post was about Introducing GAM Reloaded, the second one was on the Typology of International Clients. Keeping this in mind, let's look at the Key/Global Account Management strategic options available to executives who want to accelerate growth. A variety of potential strategic goals for KAM/GAM Starting a programme for International or Global Accounts must

GAM Reloaded – part 2: Types of International Clients

This is the second post of our GAM Reloaded™ series In our first post, we introduced GAM Reloaded and presented the goals of this series. In this post, we will look at the growth potential with Global and International Accounts and try to define a simple typology of Clients. International Accounts: a serious business opportunity for global SMBs Many Small and Medium-size businesses (SMBs) and large corporations accelerate

Introducing the GAM Reloaded post series

This post is the introduction of a series of post bearing the title GAM reloaded™ . Our goal: another view on GAM and international development A first goal is to present a general approach that can help senior executive of international Small and Medium–size Businesses elaborate strategies and tactics to better drive profitable growth with international clients and make their business more resilient to crisis. A second goal is to


Global versus International SMBs

A few weeks ago, I was part of a team facilitating an informal discussion on what it means to be a global company and a multicultural manager (I will come back on the later in future posts). We raised the question of what differentiates a global company from an international company. Not surprisingly, a consensus rapidly appeared that being global means sharing resources and initiatives across borders. Of course the example of large corporations creating shared services centres in countries