Many telecom and media players need to manage customer relationships across numerous countries. Although suppliers in general have traditionally been reluctant to implement Global Account Management (GAM) programs, research suggests that if implemented correctly, GAM can significantly increase not only customer satisfaction but also revenues and profits that accrue from multinational customers.

First, suppliers need to assess the suitability of using GAM by analyzing factors such as products and services offered through global contracts, customers’ wants, the importance of multinational customers and competitive advantages. Next, customers suitable for GAM should be identified by assessing parameters such as their size and revenue potential, strategic importance, integration capabilities, geographic spread, relationship strength and strategic, and cultural as well as geographic fit.

Once the right customers have been identified, the appropriate form of GAM - Coordination GAM, Control GAM and Separate GAM - should be used, depending on the desired balance between global integration and national autonomy. Coordination GAM encourages national autonomy with a central GAM unit playing a supporting role. At the other end of the spectrum is Separate GAM, in which a supplier creates a separate business unit for sales as well as support and with complete responsibility for managing global accounts. Control GAM divides responsibilities between the central GAM unit and national operations, with the former given the upper hand.

Suppliers can use these frameworks to assess the suitability of using GAM and to offer the appropriate form of GAM to the right customers. This will enable them to build long-term relationships and increase their revenues as well as profitability.

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