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| IGD’s latest practical guide on planning your global account management strategy |
| Request a free sample extract here |
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Putting in place effective global trading relationships continues to play a key role in the strategy of international suppliers and retailers (e.g. Carrefour, Metro, Tesco and Wal-Mart). IGD’s latest industry-wide survey reveals that there is a polarisation taking place between suppliers engaged in global account management. As a result, IGD believes that international suppliers generally fall into one of the following three categories:
- ‘The Believers’: suppliers who are already engaged in global account management and consider this to be a competitive advantage and who are seeking to move ultimately to stage 5 and 6 on IGD’s Transition Curve.
- ‘The Sceptics’: suppliers who are already engaged in global account management, but are feeling disillusioned and struggling to realise a return on their investment.
- ‘The Resistance’: suppliers have so far not engaged with their key customers on a global platform and believe that this currently is not the right solution for them.
IGD has been analysing the development of global trading relationships over the past five years and has become an international reference on this subject. Getting Value from Global Trading Relationships presents the results of a 2007 industry-wide survey together with:
- Strategic options for supplier seeking to maximise their return on investment
- New models and tools for suppliers to benchmark their company’s performance
- Exclusive insight gained from interviews with Juan Cubillo, Carrefour and John Molter, P&G
- In-depth IGD analysis of the results from the 2007 industry-wide survey.
| Why do you need this report? |
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Global Trading Relationships: Are They Right for You? will help you to prepare your strategic response to the following questions:
| 1. |
How can you build sufficient global capability to be become a strategic partner? |
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How can you break the ‘vicious circle’ of global account management? |
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How are suppliers’ internal reporting structures evolving? |
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Are suppliers moving to centralised profit and loss accounts by customer? |
| 5. |
Is there a “stage 6” on the Transition Curve and what does it look like? |
Executive Summary & Key Findings
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Chapter 1 - The Development of Suppliers’ Strategies
IGD Attitude Survey Update
• 2007 Survey Results
• The polarisation of attitudes
IGD Transition Curve Update
• IGD’s Transition Curve
• Where do suppliers currently sit?
• Where do suppliers want to be on Transition Curve by 2010?
• The polarisation of the Transition Curve
Strategic Options for Suppliers
• Avoiding the Vicious Circle
• Building a Virtuous Circle
• Does stage 6 exist?
• Is ‘back-tracking’ still an option? |
Chapter 2 - Forming Strategic Partnerships
Global Capability
• Why build capability?
• IGD global capability shield
• How to build global capability
Balancing Local and Central Control
• What is the right level of resource?
• How will global teams evolve?
• Moving to dedicated profit & loss accounts
Exclusive Industry Insights
• Building retailer capability: exclusive IGD interview with Juan Cubillo, Carrefour
• Pioneering global account management: exclusive IGD interview with John Molter, P&G |
Chapter 3 - Benchmarking your Global Trading Relationships
Which Retailers Lead the Way?
• Which retailers have the most global trading relationships?
• How do suppliers rate retailers?
• Who are suppliers anticipating engaging with?
• Who are suppliers trying to disengage from?
The benefits of global trading relationships
• What benefits are being gained?
• The execution of agreements
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