State of the Art

Martha Maznevski

Chapter 12 in Global Collaboration: Intercultural Experiences and Learning, 2012, pp 187-206 from Palgrave Macmillan

Abstract: Abstract When Anna, a customer account manager at a global consumer products company, was promoted to run the global key account team for Carrefour, a French-based global retailer, she knew she was in for a challenge. Her team consisted of 12 regional account managers, each located in a different part of the world, with up to ten country account managers reporting to each of them. The previous key account manager had rarely brought the team together physically or virtually, insisting that the task really was a regional one and as long as each region did well the customer was happy. Anna was watching the competition, though, and thought there were opportunities to get more business for Carrefour by providing services that integrated more tightly with Carrefour’s global initiatives. How to manage this global team? She turned to Google to start finding resources.

Keywords: Transformational Leadership; Team Performance; Account Manager; Virtual Communication; Virtual Team (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-02606-4_12

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DOI: 10.1057/9781137026064_12

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