Essay About Mr. Kimura’S Father And Dr. Komoda

Kimura Kk
Kimura KK  Can This Customer Be Saved?Cause of LossPricingKimura KK stated, multiple times that Paramex’s pricing was not in line with their budget. Unhappy with the 1st quote for Spartacus, Mr. Hashimoto, the Finance Director, “eminence grise” of Mr. Kimura’s father asked for a new quote as soon as he met with Dr. Komoda.  Not happy with the new quote, repeated his conviction that “technology is not everything; other elements needed to be taken into accountPointed out that one of John’s competitors, Singulus was at least 20% cheaper.Made it clear that price was “one of many other important elements to be considered.”Suggested the company could get along with a “Toyota Corolla” rather than a “Rolls-Royce” of the turnkey DVD production system. ReliabilityMr. Hashimoto was upset when John did not call him with a new quote after getting the specifications provided by Mr. Komoda, the Chief of ProductionDr. Komoda stressed the importance of the machines being delivered on time because of the major deal with Disney that was due start soon; the machines were still delivered late.The part not working in the machine and Paramex’s inability to get anyone out there till days later when Kimura KK had a major deadline to meet.Lack of communication – not being able to get anyone on the weekend to address the urgent technical problem  Value CreationJohn was able to create a perceived value for Kimura KK, only because Spartacus was a superior product and Pramtex had a good reputationFailed to demonstrate sufficient Relationship Enhancers such as Financial, Organizational, and Personnel Intelligence.Made no attempt to try to tailor the product to meet the Kimura’s productivity needsOverconfidence when questioned by his supervisor, Jim Craig, regarding the competitor’s offers.  “Dr. Nomura confirms that we have the best product, but it was not the best product of Kimura KKInsufficient concern and professionalism for this account.  (Kimura KK technical problem on a Saturday) To tell a client of this caliber that there’s nothing you can do is unacceptable.  Furthermore, the client had to call him again on Monday to get a status up date of the situation.John’s response to Dr. Komoda to send a part should have been complied with immediately especially since they had to endure 4 days of not being able to use one of their new equipmentRelationshipRelied too heavily on his Advocate, Dr. NomuraIgnored objections and warnings from other key decision makers that Put more focused on the sale instead of focusing on the Customer Lifetime ValueFailed to fully understand/respect the client’s decision-making process.Demonstrated disregard and disrespect to Import Decision MakersThe unprofessional way the accountants dealt with Kimura KKDr. Max Scorse refusal to go to Taiwan because he had other “important” things to doCan This Account Be Saved?Because of their confidence in Dr. Nomura’s expertise, Kimura KK made their initial investment mostly on an emotional criterion.  However, the rest of the buying center was more concerned with the economic implication of the decision such as:PriceDeliveryProductivity (cost vs. revenue)ReliabilityDurability and Technical assistanceIn order to save Kimura KK, Pramtex will have to assure them that they are willing and capable of meeting their economic criteria, and want to provide solutions to there needs, I suggest the follow: Role out the Red Carpet: Pramtex’s President – Dr. Shariff, Jim Craig, John’s Direct Supervisor, and Dr. Scorse should fly to Japan and personally apologize for the gross mishandling of this accountAssign strategic account responsibility to top management:  Jim Craig will have to take over as the lead on this account until trust as been gain and a enterprise relationship has been establishedImplement a Strategic Account Management Program that includes a Customer Specialization Sales Force structure, because delivering a great product is not enough.  (Dalrymple’s p.161)Create a 2 -3 year strategic business plan focused on growth and profitabilityIn addition to offering a 10% discount on their next purchase, include 3 or 6 months of free maintenance and technical assistanceMajor PlayersPlayersPositionGoalsDecision MakerMr. KimuraNew PresidentAmbition to double company sales over next 3 years.  VIP, Final Dr. NomuraSr. R&D Advisor,Retired from companyPersonal Win. Good relationship with Max.  Genuinely believes in Spartacus and wants to see John win; Wants to be the person who helps the company achieve their goals; and receive recognitionVIP, Advocate of Pramtex. Influencer. Doorway to decision maker. Trusted by Key decision makers.Dr. KomodaChief of ProductionProduct ReliabilityImportant, no allegianceMr. HashimotoFinance Director; eminence grise (old and trusted advisor)Minimize ExpenseVIP – not a fanDr. ShariffPresident of PramtexUse Kimura project to liaise with all other potential Japanese customers for the Spartacus system.JohnPramtex Rep.Land account; Expand Pramtex’s customer base in the country.Dr. Max ScorseR&D of PramtexMake Spartacus the “Rolls-Royce of the turnkey DVD production system.Dr. Jim CraigJohn’s Direct SupervisorTried to save the account – gave a 10% discount for next order.Dr. John ReefProduct Manager