As organisations deal with the evolving nature of the new normal, the role of the human resources (HR) is getting redefined to meet the ongoing needs of its workforce. Designing employee–HR experiences in an uncertain and ambiguous work world emerges as one of the top challenges for HR leaders. On the one hand, employee well-being initiatives like employee mentoring, virtual mindfulness workshops, health tips and free consulting and counselling services are becoming the norm. On the other hand, the HR function is itself being re-crafted for the emergent workplace. Technology plays a pivotal role, fuelling the need for scaling HR activities to provide next-gen employee experiences. As the war for high-tech talent increases, organisations are re-crafting an all new HR playbook to differentiate themselves as preferred employers. Within the transforming work and workplace context, the worker continues to be in the eye of the storm and demands both attention and action.
Learning outcomes At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth. Case overview/synopsis Tarun, the proprietor of UM, has recently received two big orders, one from Ram Enterprise, a long-standing client since 2011 of INR 2m (10% profit margin) and another order from a new client based in Chennai, a growing pharmaceutical products company, of order size of INR 2.3m (15% profit margin). Both the orders were required to be completed within 15 days. The new client with higher value and better returns could help UM enter the south India market, whereas business from the existing client was also profitable. Despite both orders being necessary for business survival and expansion, fulfilling them on schedule posed a huge challenge. Tarun wanted to fulfil both orders. He knew similar situations might arise in future. He advocated prioritizing customers, which made him contemplate KAM. On what basis he should categorize his customers was a big question. Tarun felt that it was time for UM to strategize relationship management with his customers. He wanted to optimize the partnerships. Tarun knew he wanted to introduce KAM, but was firm-level internal capabilities were enough for key account execution. What would be the feasible outcomes if KAM is applied at UM? What must he do to prevent such situations in the future? Complexity academic level This case can be used in B2B marketing and sales management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
IJBG proposes and fosters discussion on various aspects of business and globalisation, including the physical environment and poverty. Objectives: The objectives of IJBG are to establish an effective channel of communication between policy makers, government agencies, academic and research institutions and persons concerned with the complex role of business and globalisation. The international dimension is emphasised in order to overcome cultural and national barriers and to meet the needs of accelerating technological and ecological change and changes in the global economy. Readership: IJBG provides a vehicle to help academics, researchers, policy makers, managers and entrepreneurs, working in business, to disseminate information and to learn from each other's work. Contents: IJBG publishes original empirical research, conceptual papers, and book reviews.
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