How a discussion about “Who killed the rabbit?” led to the development of a new global account relationship: reflections on the role of the ‘4 Values’ approach in the sales process and a new line of enquiry into complexity theory.
12th,13th October 2006. St Gallen University, Global Account Management Seminar
In researching the subject of global account management I learnt of an event, sponsored by St Gallen University, to which they had invited speakers from companies who had implemented global account selling programmes. I decided to go. This unexpectedly led to the development of a new global account. I use this narrative to describe how I have attempted to live the 4 Outstanding Values to secure an important new global account relationship; how the process has helped to provide deeper insights into the current sales competencies approach by the world’s largest sales training company; and how the 4 Values mind set can help to create collaborative value between two previously unconnected customers. How this story has drawn me to research how Complexity Theory links with Selling Complex Solutions. I draw upon extracts from my learning diary (October 2006 through to February 2008) in this narrative. On the evening of the first night of the seminar I found myself talking to Andre Guyer an executive manager of Zurich Financial Services (ZFS) and Head of Global Business Process Transformation. He had been presenting at the conference on what ZFS were doing to create a One Zurich approach. He explained that ZFS was transitioning from a being a global business consisting of many local operations to having a more integrated global approach. This change was required in order to improve the relationships with global customers. I was reminded of Jose de la Torre’s description of the different types of global enterprise (see tables below). Andre’s role in the transitioning process was to create the back office systems and processes required to move ZFS from being a Federalist Company to being a Global Maximiser. Andre described the complexity of the challenge ahead. Zurich does not sell direct but through brokers of which there are three major players – Willis Group, Aon and Marsh. In order create a global maximiser structure Zurich has to align its back office systems not only with its global customers, with whom it wants to build more direct relationships, but also with the brokers. Andre came across as both very intelligent and charismatic. When he presents he does so with a huge amount of passion. He seemed to thrive on solving complex problems and I determined to meet him at dinner and get to know him more as I felt I could learn a lot from him. Also he might be interested to learn more of my doctoral project. Table One: The Federalist
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Who Killed the Rabbit?