Key Account Management established as a team player in OEM and combined with development

Starting position

A medium-sized supplier to the automotive industry and the market leader for axles and chassis must stand up to the large OEMs in this area. He is not good enough linked in this market and loses market shares additionally through to long cycles of innovation - especially in the high-price segment.


  • The development of these products should go far more quickly and especially the integration with the OEM customers must be significantly improved
  • The Key Account Management must provide specific product positioning
  • The key account management must be systematized to secure and expand tomorrow's business

What we have done

  • OEM customer relationships were analyzed together
  • In training, the KAMs and in account team workshops specific key account strategies have been developed.
  •  In a project, the integration of development and sales was accompanied to develop new products with market requirements and placed more quickly and accurately. 
  • A process has been developed that allows a specific product positioning. 
  • This process was implemented in development and sales.


Within six months in 25 project days, 35 employees were trained and accompanied in four countries so that the time-to-market time has been halved. 3 consultants were involved in this project. 

  • The Key Account Management now acts rather as a team manager rather than before alone as individuals - Opportunities are therefore detected earlier. 
  • Through the joint development of products they could obtain a new mass from the major OEM. Instead of an insulated approach in both departments, development and sales are better toothed.
  • In the training process the entire team was taken to establish the key account management as a team player.