The case highlights the efforts of a key account manager in renewing a crucial annual contract with one of their largest customers. This contract holds significant financial and operational implications for both business partners, setting the foundation for the following year’s agreement. As Mahnoor Piracha reviews Prizmax’s performance at Sunshine, she notices that year-to-date sales growth is only 7%, far below the 25% commitment made compared to last year. This shortfall in sales gives Sunshine increased leverage during contract negotiations, allowing them to demand higher margins to offset the lower growth. To complicate matters further, rising global inflation has led Prizmax to prioritize profitability as a key strategic objective. This focus on profitability has been passed down to Prizmax Pakistan and, consequently, to Mahnoor’s targets, making it even more difficult to get margin approvals for any of her accounts. Mahnoor now faces the challenge of meeting the expectations of both Prizmax and Sunshine while convincing both parties to renew the contract before the new year begins. With both entities having traded merchandise worth PKR 2.25 billion, failing to renew the contract could result in losses similar to those experienced during the Nike vs. Footlocker dispute in the early 2000s, where both companies suffered significant financial setbacks. Key account management is a developing discipline in Pakistan’s FMCG sector. While this case focuses specifically on FMCG key accounts, the principles and challenges discussed here are applicable to managing key accounts across various industries.
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