Client Challenge – USG operates in the highly cyclical building products industry. During robust construction cycles demand for core products can outstrip supply. During downturns in housing construction the battle for share is critical. USG, recognizing the importance of their key accounts to maintain their market share, sought to improve their relationships with key accounts by adding value across multiple domains within the business operations of those key accounts. The charge, from USG’s CEO, Bill Foote, was: “To unleash the full potential of USG to meet our key customers’ needs.” The desired business outcome was to increase customer loyalty and retention, thereby increasing the barriers to exit for those key accounts.
Collaborative Breakthrough – Historic market forces had created a transactional approach to relationships. USG had an opportunity to Listen & Learn versus Sell & Tell, as a powerful approach to forming stronger business relationships with their key account customers.
Beginning in the Spring of 2005 with a limited number of key accounts, five pilot teams comprised of representatives from Sales, Marketing and Customer Service underwent a training program to invent a new customer visit protocol for developing new tools, techniques and skills to better understand their customers’ business needs and to create a menu of added-value services that could be custom-selected to strengthen these relationships. The pilot was called KAMP, for Key Account Management Process.
Reality – In 2006, the KAMP Process began its national rollout. The USG key account teams have now executed on a significant number of Listen and Learn sessions with their key accounts that have been very well received and have resulted in their beginning to design and implement programs that are responsive to the unmet needs expressed by these key accounts.
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