Client Case Study - Food Service

The Company

A client specialising in Food Service and a big division of a major plc, which had stated objectives of increasing its annual turnover by £40m in three years. 

Customers of this Food Service Company included Center Parcs, ASK Restaurants, J. Sainsbury plc, Queens Moat Houses, British Petroleum and Harvey Nicholls, among many others.

Achievement of these client objectives would be significantly contingent upon the cross-functional internal and external teams working better together to achieve the desired Company result.

The Need

The client team of some twenty Senior National Account Managers were tasked to achieve these aims by working even more effectively with their Account Teams - which they headed up.

These Account Teams consisted of Sales, Technical, Production and Manufacturing people as well as other Commercial and Administration colleagues within the organisation. Account teams were usually made up from eight to ten people drawn from across the business – all with their own individual areas of expertise.

The challenge for the business therefore was to give the Senior National Account Managers – who had a very diverse back-ground and age range, a practical, working understanding of how to manage their respective teams most efficiently and therefore their customers. This would require detailed knowledge of people management in an environment where individuals often did not directly report to the Account Manager. The challenge of the “Virtual Team,” therefore provided an extra dimension.   

Action

A modular programme of Management Development and Account Business Development was devised - following some extensive on site and in the field research within the client’s plant and other operational areas.

This meant the programme was tailored for the business and catered for the real issues Senior National Account Managers faced. It was therefore seen as their own, business - specific programme.

Because of the modular approach to the training, the managers were able to devise practical ideas, tools and skills and then use them in the real world before returning on the next module some 6-8 weeks later.

A key feature and success factor was that managers were able to share experiences and challenges that they faced with their teams, in confidence and they gained a great deal from this open dialogue. It of course, achieved maximum impact and ensured real world implementation.

Results

From the client company perspective, the virtual account teams are working far more closely and openly than ever before, using the ideas and tools built for specific customers of theirs on the programme. This is helping them well on their way to achieving the overall company objectives and they are generating a noticeable increase in business as a result of this fresher more targeted approach.

Clear account plans were devised by the teams working together and this has provided the operational template by which every team member knows their individual account objectives. Because of this, it is evident that each virtual account team member is far clearer on their role and the importance / potential influence they have - plus there is a far better awareness of what consequences any individual actions taken will have on the overall account and what they can do to boost sales at their level.

The company directors have observed better communication across all teams and many new ideas are being created from brain storming sessions held at regular account reviews. These cross department meetings themselves were implemented as a direct result of the programme. This whole process has given clear direction and generated further added value business for the client and its customers while building even stronger relationships. This is very important at a corporate customer level, in what is a very competitive (and perceived commoditised) environment where, in the past, accounts / business have been lost too easily as a direct result of a lack of communication and / or indifferent sales support or poor customer service.

As a result of the programme, Account Managers feel more confident in their ability to manage, motivate, coach and delegate to their virtual teams. The business is seeing the benefit in terms of incremental business and added value sales, combined with better customer loyalty. They have also increased their own credibility with the internal Board of Directors and are providing other Line Managers with valuable performance appraisal and development feedback on individuals that work within their cross functional Account Team for local implementation.