Commercial

excellence: Perfect
compound of intuition
and facts
Results of study

Hamburg, October 2014

A. Sample size and characteristics 9
B. Importance of Commercial Excellence for Specialty Chemicals, and other
specialized B2B companies 15
C. Deep dive on Marketing, Channel and Sales excellence from the perspective
of Specialty Chemicals and other specialized B2B companies: 20
1. Marketing Excellence: Typical approaches, and purpose of customer
segmentation 21
2. Channel Excellence: Most important sales channels today and in three
years time 27
3. Sales Excellence: Most important capabilities for sales employees, and
typical approaches on how to steer sales teams 33
D. Commercial Excellence is not the same: Europe vs. North America 39
E. Commercial Excellence is not the same: Differences between Asia and
the rest of the world 45
 Management summary for
Senior Management

Management summary (1/6)

> Roland Berger recently conducted a study on Commercial Excellence, which focuses on several topics:
Marketing Excellence: Methodology and purpose of customer segmentation
Channel Excellence: Importance of sales channels today, and in future
Sales Excellence: Typical sales steering processes, and sales capabilities today, and in future
Regional differences in the understanding of, and on Commercial Excellence
> 62% of the participants in this study come from the Specialty Chemicals industry, and the remaining
38% belong to other specialized B2B markets (e.g. electronics, machinery). The participants of this
study cover all major regions: 68% from Europe, 17% from North America, and 15% from the rest of the
world
> Participants ranked Commercial Excellence as the most important lever for organic growth
> Participants across all regions believe that Commercial Excellence may help generate additional sales
and profit for their business
38% of the specialized Chemical companies surveyed expect a sales effect of more than 10% by
maximizing Commercial Excellence, 31% expect a profit effect of more than 10%
US-based companies expect an even higher sales/profit effect than the European-based companies

Source: Roland Berger

 Management summary for
Senior Management

Management summary (2/6)

> For all Specialty Chemical participants, the most important levers to achieve Commercial Excellence
are:
Steering of sales resources with regard to target clients and product and service portfolio,
Continuous adaptation of product and service offering to target client needs and
Strengthening of sales force with regard to competencies, methodology, and leadership capabilities
> The most important lever for North-American Specialty Chemicals companies is the improvement of
marketing and sales interactions with regard to key processes
> The most important lever for Asian Specialty Chemicals companies is the frequent adaption of pricing
schemes and processes to target clients
> Digital sales and marketing is not yet seen as an important lever to achieve Commercial Excellence in
Specialty Chemicals
> Across all B2B industries, participants indicated Technical Sales, Sales Representatives & Key
Account Management to be the most important sales channels today, and in three years' time1).
Participants from the Specialty Chemicals industry also sell products/services through technical sales
employees

1) Ranking of 4.3 to 4.6 out of a maximum of 5 for Specialty Chemicals

Source: Roland Berger

 Management summary for
Senior Management

Management summary (3/6)

> The most important sales channels selected by participants across all industries are also the same with
the largest improvement potential: 27% of all participating specialized chemical companies are not
satisfied with their approach to managing key accounts, 21% are not satisfied by the performance of the
"technical sales" channel
> European-based companies manage key accounts in a very traditional way: 28% show "One face to
the customer", and 20% offer frame contracts. Innovative approaches like partnering in R&D, partnering in
Marketing and Sales are only used on average by 13%
> As direct sales is of utmost importance for the Specialty Chemicals companies, we have also identified the
most important capabilities of the employees working in sales functions:
Pricing, Relationship Building, and Value-Based Marketing have been identified as the most
important capabilities today, and in three years' time.
In relation to the importance, the level of fulfillment of these three capabilities is perceived as too
low. American Specialty Chemical companies add technical skills as fourth important capability with
significant improvement potential

Source: Roland Berger

 Management summary for
Senior Management

Management summary (4/6)

> There are significant differences between Europe and North America on the understanding on
Commercial Excellence with regard to
the used methodologies for customer segmentation and its purpose,
the mapping of decision makers,
the way Key Account Management is performed, and
the approach on how to steer sales teams
> Cultural differences between America and Europe are the key cause for this different perception of
Commercial Excellence. In addition, America is focusing more on customer relationship and
partnering whereas Europe puts emphasis on sales process and technology
> Asian Specialty Chemicals companies are characterized by a relatively strong belief in Commercial
Excellence as the most important lever for organic growth (41%) and have even higher expectations in its
sales and profit increasing effects than the North-American Specialty Chemical companies

Source: Roland Berger

 Management summary for
Senior Management

Management summary (5/6)

> Ignoring differences between geographical areas may increase the challenges occurring when
initiating centrally-steered Commercial Excellence initiatives
> When implementing a centrally-steered initiative, the following lessons learned of Commercial
Excellence experienced companies should also be kept in mind:
Define a common language and understanding of Commercial Excellence terms
Do not get lost in detailed comparisons of existing tools and processes across different countries Try
to get the big picture, and to establish a common mind-set
Fully leverage the initiative by looking for good practices and successful approaches to derive
different solutions for similar problems across all regions/countries involved

Source: Roland Berger

 Management summary for
Marketing and Sales mgr.

Management summary: As add-on for Marketing and Sales mgr.

(6/6)
> There are significant differences between the industries and geographies in scope regarding key
Marketing Excellence topics:
Specialty Chemical companies mainly segment customers based on their value and the end-
markets they participate in
The majority of other specialized B2B companies focus on the segmentation of customers based on
customer needs
North American companies segment their customers based on the end-markets their customers
participate in while European companies tend to follow a segmentation approach of customer value
and customer needs
Consistently, mapping of decision makers in the buying process plays a significant role for North
American B2Bs
When it comes to the purpose of customer segmentation, the Specialty Chemical industry
segments customers to define a suitable product & service pricing and an appropriate portfolio
North American companies aim to resource cost-intensive sales channels

Source: Roland Berger

A. Sample size and
characteristics

9
This study examines Commercial Excellence across several B2B
industries, with a clear focus on the Specialty Chemicals industry
Facts and figures

"Commercial Excellence" has been identified as a key driver for organic growth
and thus has become a hot topic for many specialized B2B companies

We focus on five Commercial Excellence topics:

Customer segmentation, Sales Steering, Sales capabilities, Reporting
& KPI-/ROI-Reporting, and Channel Selection & Targeting

Respondents from Europe, North America, and Rest of World (Asia and Latin
America) participated in a web-based survey. Selected 1-on-1 interviews were
conducted in person.
90% closed questions, 10% open questions

Source: Roland Berger

62% of the participants come from the Specialty Chemicals industry,
38% come from other specialized B2B industries
Study respondents by industry [%]

38%
> The focus of the study was on
Machinery Specialty Chemicals1), and other
specialized B2B companies
Specialty Chemicals > The specialized B2B companies
IT / Electronics 9% offer innovative products, and
services based on a multi-
11% channel sales approach
Food and > The following industries are
considered specialized B2B:

62%
Beverage
11%
Machinery
IT/Electronics
Other2) 8% Food and Beverage
Telecommunication
Metal Processing & Mining
Aviation
Specialty Chemicals Other specialized B2B industries
1) Mainly active in Health, Nutrition, Personal Care and Agrochemical Industry
2) 'Other' includes Telecoms, Metal Processing and Mining, and Aviation
Source: Roland Berger
 For Specialty Chemicals
only

The Roland Berger study focuses on hot topics for the Specialty
Chemical industry in the area of Commercial Excellence
Covered areas and major questions
How important is Commercial Excellence for organic growth of
General the Specialty Chemical industry? What is the expected sales
The majority of Specialty Chemical companies and profit effect? Are regional differences important by
are running Commercial Excellence initiatives improving on Commercial Excellence?

Marketing Excellence How important is Digital Sales and Marketing for the Specialty
Chemical industry?
Everyone speaks about Big Data

Channel Excellence How innovative is the Specialty Chemical industry in its

approach?
Everyone uses Key Account Management

Sales Excellence Which capabilities are of utmost importance for the Specialty
Chemical industry? Where are the areas for improvement
People make the difference
within the Specialty Chemical industry? And to how to best steer
good sales teams?
Questions covered by this study

Source: Roland Berger

Five topics of high interest are analysed in our Commercial
Excellence survey
Scope of the study
Commercial Excellence Framework
Marketing Sales Channel Pricing Product
Marketing Mix Sales steering Channel Selection & Targeting of specific Portfolio design and
Specialty Definition Targeting pricing schemes and Optimization
Chemicals processes
Customer Sales capabilities Message Alignment
Segmentation

Marketing Planning Marketing & Sales Reporting & KPI-/ROI

Interactions Reporting

Innovation & Reporting & KPI-/ROI

Launching Reporting
Other
specialized B2B Reporting & KPI-/ROI
Reporting

Continuous performance measurement and monitoring

Topics covered by study

Source: Roland Berger

Participants from different geographies and organizational roles
were surveyed Focus was on very large companies
Study respondents by region, functional role and company size [%]
Global reach / scope Function of participants Company size
Total Revenue in 2013
[EUR m]
North General 11% < 50 3.6%
America Europe RoW Management
50-200 5.4%
17%1) 68% 15% Strategy 37%
200-500 0.0%

Sales & 43% 500-1,000 5.4%

Marketing
1,000-5,000 10.7%
Other 9% 5,000-20,000 30.4%

> 20,000 44.6%

1) Majority of participants stem from Specialty Chemical industry

Source: Roland Berger

B. Importance of
Commercial
Excellence for
Specialty Chemicals,
and other
specialized B2B
companies

15
Commercial Excellence is the most important lever for organic
growth in Specialty Chemicals and all other B2B industries
Ranking of levers for profitable organic growth
By industry type [%] By region

34

24 24
18 North
America Europe RoW

32% 32% 45%

32
27
22
19

Commercial Introduction Enhancing Extending

Excellence of new value add for your
products existing business
products and to new
customers customers
Note: 82% of all participants rank Commercial Excellence as at least one lever for organic growth
Source: Roland Berger
We identified the three most important levers for both industrial
clusters Digital sales & marketing is not considered as important
Ranking of levers for achieving Commercial Excellence by industry1)
4.04 4.09 4.04
2.32

4.33 4.17 4.00

2.72

Continuous adaptation Steering of sales Strengthening of sales Enhancing digital

of product and service resources with regard to force with regard to sales and
offering to target client target clients/ product competencies, marketing
needs and service portfolio methodology, and
leadership capabilities

Most important Not yet seen as an

important lever

1) Ranking from 1 to 5 with 5 being the highest possible answer

Source: Roland Berger

In North America, improvement of marketing & sales interaction is
the most important lever for achieving Commercial Excellence
Ranking of levers for achieving Commercial Excellence by region1)
4.18 3.91 3.82

#1
Improvement of marketing and
sales interaction with regard
to key processes/joint topics
4.30 4.23 4.20

#1
Strengthening of sales force Continuous Steering of sales
with regard to adaptation of product resources with regard
competencies, methodology, and service offering to target clients/ product
and leadership capabilities to target client needs and service portfolio

Different top lever No differences in ranking

1) Ranking from 1 to 5 with 5 being the highest possible answer
Source: Roland Berger
All participants see significant potential for achieving Commercial
Excellence High expectations within Specialty Chemicals industry
Expected sales/profit effect by achieving maximum Commercial Excellence
By industry type [%] By region

1-3% 17% 11%

4-6% 26% 17%
Sales 7-9% 10% 39%
Effect North America Europe
10% 10% 17%
>10% 38% 17% Sales: >10% 7-9%
1-3% 10% 18% Profit: >10% 4-6%
4-6% 21% 41%
Profit 7-9% 31% 18%
Effect
10% 7% 18%

>10% 31% 6%

Source: Roland Berger

C. Deep dive on
Marketing, Channel
and Sales
excellence from the
perspective of
Specialty Chemicals
and other
specialized B2B
companies:

20
C.1 Marketing
Excellence: Typical
approaches, and
purpose of customer
segmentation

21
Specialty Chemicals companies mainly segment customers based
on their value and the end-markets customers participate in
Marketing Excellence: Method of customer segmentation per industry type [%]

> The customer segmentation as

part of Marketing Excellence for
28% Specialty Chemicals is primarily
Customer value 34%
driven by customer value and end-
markets customers participate in
> The customer segmentation for
Customer needs 23% other specialized B2Bs is mainly
44% driven by customer needs and
Products customer customer value
10%
buy from you

End-market customers 20%

33%
participate in
8%

Source: Roland Berger

North American companies segment their customers based on end-
markets Strong focus on customer value & needs in Europe
Marketing Excellence: Method of customer segmentation per region [%]

> European companies segment

customers mainly based on
customer value and customer
Customer value 25% needs
38%
Customer needs 6% > North American companies (esp.
in the Specialty Chemicals
Products customer industry) primarily use the end-
buy from you
19%
markets customer participate in as
33% criteria to differentiate between
customers

End-market customers > Segmentation based on customer

participate in
50% 10% needs plays only a minor role also
in comparison to the segmentation
19% criteria customer value or product
customer buy from

Source: Roland Berger

Consistently, mapping of decision makers in the buying process
plays a more important role for North American chemical companies
Marketing Excellence: Mapping of decision makers by region and industry1)

Always
4.2
3.7
3.4

Not at all

> Mapping of decision makers , i.e. taking into account direct buyers and buying influencers, has a significantly more
important role in the North American Specialty Chemicals industry
> Consequently, North America is more advanced in its ability to identify decision makers in its value chain particularly
by also using end-markets customer participate in as segmentation criteria
> For all for European based B2B participants of our study, mapping of decision makers plays the least important role,
yet they take into account direct buyers, and buying influencers on an irregular basis

1) Ranking from 1 to 5; 1: Not at all; 5: Always

Source: Roland Berger
The Specialty Chemical industry segments customers to define a
suitable product & service pricing and an appropriate portfolio
Marketing Excellence: Purpose of customer segmentation per industry

Give target clients access to 6% 4% > Across all industries,

channels based on their ind. value "Defining suitable product
Develop unique service 11% 20% & service pricing",
and product features
"Optimizing product &
Optimize product &
service portfolio 25% service portfolio" and
24% "Defining sales/KAM team
capabilities" are highly
important
Define suitable product
& service pricing 27%
24% > High importance given to
Strengthen digital "developing unique
sales & marketing 0%
2% service & product
Define sales/KAM 18% features" is a significant
team capabilities 15%
difference between Specialty
Resource cost-intensive Chemicals and other
sales channels 14% 11% specialized B2B industries

Source: Roland Berger

North American Specialty Chemicals companies aim to resource
cost-intensive sales channels using customer segmentation
Marketing Excellence: Purpose of customer segmentation per region
> The main purposes for surveyed
companies are "defining
Give target clients access to 7% 5% suitable product & service
channels based on their ind. value pricing" and "optimizing
Develop unique service 14% 13% product and service portfolio"
and product features
> The major difference between
Optimize product & 25% Europe and North America is in
service portfolio 28% "resourcing cost-intensive
sales channels" and "defining
sales/KAM team capabilities"
Define suitable product
& service pricing 21% 27% > Customer segmentation is not
Strengthen digital used to strengthen digital
sales & marketing 0% 1% sales and marketing in Europe
Define sales/KAM 10% or North America
team capabilities 19%
Resource cost-intensive
sales channels 21%
11%

Source: Roland Berger

C.2 Channel Excellence:
Most important sales
channels today and
in three years time

27
Participants agreed on Technical Sales, Sales representatives &
KAM to be the most important sales channels across all industries
Channel excellence: Overview of importance of different sales channels by industry1)
Importance in
three years time
Mass media access platforms 1.8 1.5

Specific websites for individual

2.2 2.3 +
target groups including online ordering
Passive availability of call center/hotline
2.6 2.3
including reception of sales orders
Active calling of targets including
2.8 2.4
push-selling

Technical sales 4.3 3.9 +

Sales representative 4.6 4.4

Key Account Management 4.5 4.4 +

1) Ranking from 1 to 5 with 5 being the highest possible answer

Source: Roland Berger

All TOP 3 sales channels are expected to bear large improvement
potential Specific target websites on the rise
Channel excellence: Channels exhibiting the largest improvement areas by industry

Specific websites for individual target

> Key Account
12% 9% Management,
groups including online ordering
Technical Sales and
20% Sales representatives
Sales representative 19% are ranked highest of
the sales channels
exhibiting the largest
improvement areas by a
Technical sales 21% 22% margin

Key Account
Management 27% 28%

Source: Roland Berger

Technical Sales, Sales Representatives & KAM are the three most
important channels, independent of geography
Channel excellence: Overview of importance of different sales channels by region1)
Europe North America

Trend + + + Trend + + +

4.5 4.4 4.1 2.1 4.7 4.7 4.6 2.5

Sales Key Technical Specific Sales Key Technical Specific
represent. Account sales websites represent. Account sales websites
Mgt. Mgt.

> Sales representatives, Key Account Management and > No significant geographical differences can be seen,
Technical sales are the most important sales channels nevertheless the overall importance of the TOP3
irrespective of geography channels is even higher in North America than in Europe
> In Europe, specific websites are ranked relatively low > Again, specific websites are ranked relatively low

Note: Not shown sales channels included in the questionnaire are: Mass media, Passive availability of call centers and active calling of targets
1) Ranking from 1 to 5 with 5 being the highest possible answer
Source: Roland Berger
All industries rely heavily on traditional ways of KAM More
innovative approaches are seen in the Specialty Chemicals industry
Channel excellence: Methods for performing Key Account Management by industry
Traditional ways of Key Account Mgmt. Innovative ways of Key Account Mgmt.
33%

23% 22%
20%
18%
15% 16%
12% 13% 12% 11%
7%

Specific contact Frame contracts Relationship Specific Partnering Partnering in

for Key Account with specific building solutions & in R&D Marketing & Sales
one face to pricing schemes events/activities services for KAM
the customer

Source: Roland Berger

North American companies tend to be more innovative than their
European counterparts R&D partnering is most novel KAM technique
Channel excellence: Methods for performing Key Account Management by region
Traditional ways of Key Account Mgmt. Innovative ways of Key Account Mgmt.

28%
24%
20%
18%
15% 15% 15% 15%
13% 12% 13%
11%

Specific contact Frame contracts Relationship Specific Partnering Partnering in

for Key Account with specific building solutions & in R&D Marketing & Sales
one face to pricing schemes events/activities services for KAM
the customer

Source: Roland Berger

C.3 Sales Excellence:
Most important
capabilities for sales
employees, and
typical approaches
on how to steer
sales teams

33
Specialty Chemicals regard KAM, value based marketing, and
pricing as most important but also weakest fulfilled capabilities
Sales excellence: Sales force capabilities, current level of fulfillment by industry type1)
Ranking from 1 to 5
(5 is highest possible answer)

Key account mgmt. 4.4 4.3

3.3 3.0

Value based marketing 3.8 3.3

2.8 2.4

Reimbursement 2.1 2.6

2.9 3.1

Pricing 4.5 3.8

3.2 3.3

Contracting 3.8 3.6

3.3 3.2

Cross-channel 2.7 2.3

2.4 2.1

Technical skills 4.4 4.2

3.7 3.9
Importance Fulfillment Fulfillment < Importance

Source: Roland Berger

These three sales force capabilities are expected to gain importance
for the Specialty Chemical industry within the next three years
Sales force capabilities, current level of fulfillment and future trends by industry type1)
Ranking from 1 to 5 Importance in
(5 is highest possible answer) three years time

Key account mgmt. 4.4

3.3 +
Value based marketing 3.8
2.8 +
Reimbursement 2.1
2.9

Pricing 4.5
3.2 +
Contracting 3.8
3.3

Cross-channel 2.7
2.4

Technical skills 4.4

3.7
Importance Fulfillment Fulfillment < Importance

Source: Roland Berger

Disregarding the area of operations, KAM, Value-Based Marketing
and Pricing seem to be most important but least fulfilled
Sales force capabilities, current level of fulfillment and future trends by region1)
Ranking from 1 to 5
(5 is highest possible answer)

Key account mgmt. 4.3 4.5

3.2 3.3

Value based marketing 3.6 3.8

2.6 3.0

Pricing 4.3 4.3

3.3 2.9

Contracting 3.7 3.8

3.4 3.1

Technical skills 4.2 4.7

3.9 3.5

Importance Fulfillment Fulfillment < Importance

Source: Roland Berger

The Specialty Chemicals industry seems to be slightly more
innovative by applying customer potential & deal profitability KPIs
Sales excellence: Methods for performing sales channel steering
Traditional sales channel steering Innovative sales channel steering
27%

21% 21%
19% 19%
16%
12% 11%
9% 10% 10% 9%
8%
6%

Frequent KPIs are Frequent Install CRM KPIs are KPIs are KPIs on deal
analysis of defined coaching of system to allow defined based defined based profitability
approach of based on sales personnel fact based deal on customer on customer
involved sales sales volume in day to day closure margins potential
personnel activities
processes
Source: Roland Berger
The usage of innovative sales channel steering methods is mainly
driven by North-America Large focus on deal profitability KPIs
Methods for performing sales channel steering
Traditional sales channel steering Innovative sales channel steering
27%
24%
21% 21%
17% 18%
15%

10% 10% 10%

7% 6% 7% 6%

Frequent KPIs are Frequent Install CRM KPIs are KPIs are KPIs on deal
analysis of defined coaching of system to allow defined based defined based profitability
approach of based on sales personnel fact based deal on customer on customer
involved sales sales volume in day to day closure margins potential
personnel activities
processes
Source: Roland Berger
D. Commercial
Excellence is not the
same: Europe vs.
North America

39
The top lever to achieve Commercial Excellence is different in
Europe and North America Same levers for #2 and #3
Differences across regions
Europe North America
> The most important lever for achieving > The most important lever for achieving
Commercial Excellence in Europe is Commercial Excellence in North America
strengthening of sales force with is improvement of marketing and sales
regard to competencies, methodology, interaction with regard to key
and leadership capabilities processes/joint topics
> The second and third important levers > The second and third important levers
are continuous adaptation of product
and service offering to target client
needs and steering of sales resources
VS. are continuous adaptation of product
and service offering to target client
needs and steering of sales resources
with regard to target clients/ product and with regard to target clients/ product and
service portfolio service portfolio
> US-based companies expect an even
higher sales/profit effect than the
European-based companies

Source: Roland Berger

Significant differences exist in the way companies perceive
excellence in marketing in Europe and North America
Differences in Marketing Excellence
Europe North America
> Customer segmentation based on > Customer segmentation predominately
customer value (38%) & customer based on end-markets customers
needs (33%) participate in (50%)
> Mapping of decision makers is > Mapping of decision makers plays an
performed on an irregular basis (3.5; 1: important role as it is performed regularly
not at all, 5: always) (4.2)
> Defining sales & Key Account
Management team capabilities is an
VS. > Defining sales & KAM team capabilities
plays a minor role (10%) for customer
important purpose for customer segmentation, more focused on resource
segmentation (19%) cost-intensive sales channels (21%)

Source: Roland Berger

North American companies across all industries tend to use more
innovative methods for Key Account Mgt. and Sales Steering
Differences in Channel & Sales Excellence
Europe North America
> 61% perform Key Account Management > 51% of North American participants perform
in traditional ways, including among KAM traditionally
others one face to the customer and
relationship building events & activities > 49% think more innovatively by applying
methods like partnering in R&D or in Sales
> Only 39% being innovative in their Key & Marketing
Account Management
> Sales channel steering widely focuses
on traditional methods (87%) like CRM
VS. > Even 31% are innovative in the way they
steer their sales channels by using KPIs
that are based on customer potential or
systems or sales volume based KPIs deal profitability
> Only 13% apply more innovative
methods

Source: Roland Berger

Expert interviews confirmed differences in perception and execution
of commercial excellence Deeply routed within respective culture
Study results indicating differences in commercial excellence between
North America and Europe
was supported through 1:1 interviews with industry experts

"Differences in the perception and execution of Commercial Excellence between Europe and the US are deeply routed
within cultural differences It is essential to know the differences upfront to drive a successful business or a cross-regional
commercial excellence initiative." Sales expert

"In the set up phase of our commercial excellence iniative, we faced serious challenges due to the different understanding
on sales, and marketing methodologies. To align on a common language was crucial for us. In addition, we underestimated
the cultural differences, which drive e.g. a different sales process, and KAM approach." Head of Global Commercial Excellence
project

Source: Expert Interviews; Roland Berger

America is focusing more on customer relationship and partnering
whereas Europe puts emphasis on sales process and technology
Expert opinion on differences between Europe and North America

Europe North America

General sales > Sales personnel is focusing on techno- > Sales personnel is trained to emphasis
approach logical advantages of products commercial benefits of sold products
> Pricing is generally a minor term for > Open discussion attitude towards prices
discussion

Marketing > Segmentation of customers with regard > Segmentation with regard to end-market
Excellence to potential revenues and growth customers and need of customers for
perspectives applications

Channel & Sales > One-face-to-the-customer is a > US companies follow a "tentacle" ap-
Excellence commonly accepted and expected proach for as many contacts as possible
instrument for KAM > Key account manager coordinates the
> KAM is clearly structured with defined deployment of other people, e.g. R&D
responsibilities, and hierarchies into customer's organization

Source: Expert Interviews; Roland Berger

E. Differences between
Asia and the rest of
the world

45
Asian Specialty Chemicals companies are characterized by a very
strong belief in Commercial Excellence and its benefiting effects
Differences between Asia and the rest of the world
Asia
> Highest importance for Commercial Excellence as a
lever for organic growth (41%)

> Frequent adaptation of pricing schemes and

processes to target clients as most important lever for

VS.
Commercial Excellence

> Strongest belief in Commercial Excellence and its

sales & profit benefitting effects

Source: Roland Berger