Group 1 Abhishek R Azeem Hafeez Azhar Mohammed Hari Sankar Raghu Mohan Shruthi P

Abstract


Focus on the emerging management task of Global Account Manager(GAM)

Major concern of GAM studies:

 The nature of role of GAM  No of models that explore GAM as a political entrepreneur  Introduction of contextual model of political entrepreneurial behavior

 Integrate concepts of political entrepreneur, model of GAM

boundary spanning behavior and relationship development model

Group 1 - Role of GAM as PE

Introduction: Nature of role performed by GAM

  

GAM normally recruited/promoted from within Chosen from a pool of national account/sales managers Recruits requires knowledge and experience of organization and product/services

Perform boundary spanning roles across 2 interfaces

 Internal interface between global and national account

management
 External interface between selling company and dispersed

activities of global accounts

Group 1 - Role of GAM as PE

GAM as Political Entrepreneur

The role requires to navigate sensitive commercial and political aspects of interface relationships.

The political and entrepreneurial skills are impacted by contextual factors

Application of skills are related to stages of relationship development

Significant implication for companies seeking to recruit, develop and retain GAM

Group 1 - Role of GAM as PE

Boundary Spanning Roles

Originated in open systems approaches to strategic management and marketing Centered on internal organization adaptation to external environment change People involved : linking pins, information brokers, gate keepers Providing human bridges and are organization's antenna in external business environment. Not only represent the organization but mediate between it and outside delivering the global promise Compared to Role conflict, Role ambiguity is more amenable to management intervention Role ambiguity is high in role of GAM because of complexity of coordinating the function they perform
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Role of Global Account Manager(GAM)

GAM what the role entails?
1.

Millman & Wilson(1999) GAM require finely tuned political instincts that enable them to navigate corridors of power, to reconcile conflicting interests, & to enlist the support of people at all levels. Millman (2000) political/cultural environment at the buyer/seller interface and coping with the unrelenting pressures of different time zones. Wilson, Groom, Millman & Weilbaker(2000) knowing the people to speak to, the buttons to press and the strings to pull, both in their organization and that of the customer.

2.

3.

Group 1 - Role of GAM as PE

After Qualitative Research a clearer picture

3 main manager types Analyst, Politician, Entrepreneurial Strategist. Skill sets associated with these types were seen as both hierarchical & cumulative. Analysts primarily sales oriented, team-oriented trouble-shooters typically possessing knowledge of products/services, technologies etc. Politicians combine diplomatic and linguistic skills with cultural empathy and knowledge of business trends/opportunities. Entrepreneurial Strategists (cumulative) analytic & political skills, operates with a fair degree of autonomy, display high levels of business acumen, relationships for business opportunities. A fourth function the global co-ordinators role co-ordination encompasses the realization of synergies between individual, team and organizational competencies.

Group 1 - Role of GAM as PE

The Political Entrepreneur - Role

Clearly a boundary-spanning role at both the internal & external interfaces. Internal (mediating role) between global & local account management. External (political & entrepreneurial skills) between the selling company & the dispersed activities of its global account.
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The Political Entrepreneur Skill set

In order to achieve the level of integration & co-ordination necessary to realize the relationships value potential, the GAM must exhibit high levels of both political and entrepreneurial skill. Degree to which these skills can be applied depends on the following factors: The global capacity of both buyer and supplier. The willingness of buyer & supplier to collaborate in some form of partnership. The degree of organizational complexity and cultural diversity which surrounds the relationship. The state of relational interdependence and entanglement. The boundary spanning behavior adopted by the GAM.

1. 2. 3. 4. 5.

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A Model of Boundary-Spanning Behavior

High Global Account Managers Identification with his Global Account

Renegade

Arbiter

Low

SelfServer
High

Partisan
Low

Global Account Managers Identification with his Employer

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Boundary Spanning Behaviors

Self-Server
Close affiliation to their personal career interests.

Renegade
Displays affinity towards his account reflecting close personal relationships/attractiveness of account.

Partisan
Strong orientation towards their employer that is linked to a perception that long term career prospects are tied to political developments at head quarters.

Arbiter
Balanced global/local approach effectively reconciles tensions that exist between self, client and employers interests.
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Boundary Spanning Behaviors Impacts

Self Server
y Focus analytic,political,entrepreneurial skills largely for personal

advantage.

Renegades and Partisans

y Unlikely to realize full potential of buyer/seller relationship .
y Their actions may undermine the interests of one or other of the

parties.

Arbiter
y Create synergic value for both buyer and seller employing

analytic,political,entrepreneurial skills

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Political and Entrepreneurial Boundary Spanning Behavior of Global Account Managers

Political Role Self-Server Acts to manipulate both buyer and seller for personal advantage Manipulates supplier with customers consideration of the corporate and/or national culture. Attempts to increase personal standing with the seller. Entrepreneurial Role Seeks business opportunities to achieve personal career objectives Identifies commercial advantage for the customer with little strategic/operational impact upon the seller Identifies commercial advantage for the seller with little strategic/operational impact upon the customer

Renegade

Partisan

Arbiter

Facilitates achievement of Seeks business opportunities and goals that benefit buyer, perceives synergistic potentials of Group 1 - Role of GAM as PE to buyer,seller and self. seller and self. value

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A Model of Global Account Manager Political and Entrepreneurial Behavior

Contextual factors impact exercising Political and Entrepreneurial capabilities Levels of Organizational complexity and cultural diversity
y Span of relationship y Level of organizational penetration

Degree of organizational interdependence and integration

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The Impact of context on the role of Political Entrepreneur

Levels of Organizational complexity and cultural diversity

High

Pe

PE

Low

pe

pE

High

Low

Degree of organizational interdependence and integration

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Millman-Wilson Relational Development Model

Pre-GAM (to Early-GAM)

y Relationship is poorly developed y Demand of application of political skills and

opportunity to apply entrepreneurial skills are both low pe . y GAM identification space Renegade/Partisan Early-GAM (to mid-GAM) y Potential of the account is realized and GAM has to ensure that the resources of the supplier best serves the need of the customer y The application of political and Entrepreneurial skills is rated Pe . y GAM identification space Renegade/partisan may begin to exhibit arbiter behaviour
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Mid-GAM (to Partnership GAM)

y GAM have developed a strong vertical and

horizontal network of relationship with in the client organization. y The application of political and Entrepreneurial skills is rated pE y GAM identification space Arbiter.

Partnership-GAM (to synergistic-GAM)

y GAM will have closer relationship and will have

greater knowlwdge about the customer y The application of political and Entrepreneurial skills is rated PE y GAM identification space Arbiter
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Uncoupling-GAM
y The application of political and

Entrepreneurial skills is rated Pe y GAM identification space Partisan.

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Thank You !!

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