Subject: Sales & Distribution Management (SDM)
Roll No: EPGP-06-173
Name: Jayesh V Nair
Case: ENSR International
Which of the proposed solutions do you favour and why? I will choose to implement Anderson’s key account program because:
1. Employee compensation can be aligned with overall corporate profit objectives. Managers are currently compensated based on their profit performance. It will allow the managers with incentives to employ their own CSC consultants in their region if even there are better suited ENSR consultants working with different CSC’s. CSC may or may not contain the necessary expertise to win a project in a manager’s region as prospective client will have a specific need. By implementing a key account program the right …show more content…
By following Weber’s approach and implementing a BDO program, as the BDO’s do not have much of business knowledge the relationships would be less strong with the clients. ENSR might lose out on several clients because the BDOs aren’t able to provide clients with the right expertise and know how. In the case it states “The success of the seller doer in developing a relationship was high when the client engaged ENSR and required him to be part of the team (…) it is less common for this strong bond to manifest itself on projects that used technical disciplines’ different from the seller doers and took place in different CSCs from his” …show more content…
The prospective clients will require a certain type of expertise in different geographical locations or areas outside the CSC’s. In the present system, the client has to build new relationships with several CSCs dispersed in various geographical locations. This requires the consultant’s time and money and a great deal of company resources. The relationship will be limited to one project team under the key account programme. This will help in building a very strong relationship with the client. In a competitive world the relationships between clients and suppliers has become increasingly important, as an industry trend the clients are limiting the number of suppliers/consultants employed by the firm.
What is the ideal client for ENSR?
Clients who have strong relationships with ENSR consultants will be ideal. Customers who are willing to partner with ENSR for a sole source contract are notably those who are repeat customers for ENSR. Strong relationships reduce the amount of consultant’s time and money. This will help the consultant’s to spend less time searching for prospect clients and relationships building, and spend more time on work for client that is billable. ENSR should pursue clients requesting services of Remediation/Integrated Site Closure, Capital Permitting/Impact Assessment or Due Diligence. This will be more profitable service lines for the company. These service lines have strong client demand and it will be more advantage to gain experience or even getting
Roll No: EPGP-06-173
Name: Jayesh V Nair
Case: ENSR International
Which of the proposed solutions do you favour and why? I will choose to implement Anderson’s key account program because:
1. Employee compensation can be aligned with overall corporate profit objectives. Managers are currently compensated based on their profit performance. It will allow the managers with incentives to employ their own CSC consultants in their region if even there are better suited ENSR consultants working with different CSC’s. CSC may or may not contain the necessary expertise to win a project in a manager’s region as prospective client will have a specific need. By implementing a key account program the right …show more content…
By following Weber’s approach and implementing a BDO program, as the BDO’s do not have much of business knowledge the relationships would be less strong with the clients. ENSR might lose out on several clients because the BDOs aren’t able to provide clients with the right expertise and know how. In the case it states “The success of the seller doer in developing a relationship was high when the client engaged ENSR and required him to be part of the team (…) it is less common for this strong bond to manifest itself on projects that used technical disciplines’ different from the seller doers and took place in different CSCs from his” …show more content…
The prospective clients will require a certain type of expertise in different geographical locations or areas outside the CSC’s. In the present system, the client has to build new relationships with several CSCs dispersed in various geographical locations. This requires the consultant’s time and money and a great deal of company resources. The relationship will be limited to one project team under the key account programme. This will help in building a very strong relationship with the client. In a competitive world the relationships between clients and suppliers has become increasingly important, as an industry trend the clients are limiting the number of suppliers/consultants employed by the firm.
What is the ideal client for ENSR?
Clients who have strong relationships with ENSR consultants will be ideal. Customers who are willing to partner with ENSR for a sole source contract are notably those who are repeat customers for ENSR. Strong relationships reduce the amount of consultant’s time and money. This will help the consultant’s to spend less time searching for prospect clients and relationships building, and spend more time on work for client that is billable. ENSR should pursue clients requesting services of Remediation/Integrated Site Closure, Capital Permitting/Impact Assessment or Due Diligence. This will be more profitable service lines for the company. These service lines have strong client demand and it will be more advantage to gain experience or even getting