Example 2
Company Wyvert Ltd had a big, attractive client (Customer Feedwelk GmbH) with an annual spend of £32 million in their product category, which was growing year by year. The problem for Wyvert was that they were rated by Feedwelk as the worst of all suppliers and had a tiny share of that £32 million spend. The reason for this was that the Wyvert ‘system’ was showing Feedwelk as a small customer, which was encouraging profit maximization. A review of the wider potential in Feedwelk would have informed Wyvert that they should have been investing in Feedwelk in order to increase account share.
It was only by positioning Feedwelk in the context of all the other clients in a SPM that the senior managers became aware of the counter-productive ...
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