Le Figaro

Le Figaro

I had the opportunity to share Cosawi’s perspective in an interview published by Le Figaro’s Table des Dirigeants, addressing a question many leaders are facing today: what if sustainable growth depended on our ability to become true strategic allies to our clients?

In a context where traditional sales and growth models are being challenged, the conversation is shifting from delivering solutions to co-creating value, building long-term trust, and aligning organizations around real client outcomes.

At Cosawi, this is exactly where we focus our work: supporting executives and their teams in client-centric transformations — from strategy to execution — to strengthen organizational agility, client engagement, and business impact.

Thank you to Le Figaro for the invitation and to all the leaders who share this belief: lasting success is built with — not just for — our clients.

Customer-Centric Curricula

Customer-Centric Curricula

Customer-Centric Curricula: The Strategic Imperative for Modern Account Excellence

Organizations across industries continue to face unprecedented complexity in how to engage and create value for their customers and clients. Hybrid interactions, rapidly evolving market dynamics, and the increasing interdependence of customer ecosystems have accelerated the need for more strategic, insight-led, and co-created relationships. Today, customers and clients do not want to be sold anymore, but they want to partner differently to solve the real problems and find broader solutions. In this environment, traditional commercial training models — often fragmented across roles and functions — are insufficient to support the level of partnership customers and clients now expect.

Establishing a Strategic Account Management (SAM) Transformation

Establishing a Strategic Account Management (SAM) Transformation

Establishing a Strategic Account
Management (SAM) Transformation

This document outlines the three pillars crucial for a successful Strategic Account Management (SAM) transformation: establishing a Strategic Account Center of Excellence (COE), securing Executive “Buy-In AND Be-In,” and leveraging Account-Based Marketing (ABM) as a co-orchestrator. These pillars, when implemented together, drive a cultural shift towards customer-centricity, improve internal alignment, build scalable capabilities, foster trust-based partnerships, and ultimately accelerate revenue growth.

IS YOUR SAM JOURNEY STALLED?

IS YOUR SAM JOURNEY STALLED?

How a Center of Excellence can turn your headaches into success

In an era of constant change and market complexities

strategic account management (SAM) has evolved into a vital business transformation strategy. Its success, however, hinges on the presence of a robust Center of Excellence (CoE). Far more than a support function, the CoE plays a critical role in embedding SAM within the organization by driving vision, ensuring alignment, enabling consistency, and fostering continuous improvement.

As the strategic nerve center, the CoE unifies cross-functional

expertise from teams such as sales, marketing, IT, and operations, while also integrating critical roles in finance, training, and human resources. This diverse composition brings together strategic account managers, change agents, and process experts who provide the vision and framework needed to standardize processes, define methodologies, and

THE ESSENCE OF KAM/GAM

THE ESSENCE OF KAM/GAM

Exploring methodology, governance, and organisation

Setting the framework for thinking about K/GAM

When considering the design of a Key or Global Account Management (K/GAM) initiative, one of the first questions to address is which methodology and governance mechanisms to use to ensure the program is well designed and implemented and will stay on track. This paper explores the respective scope of methodology and governance, offering guiding principles to bring them to life in the real world.

True Key & Global Account Management is about developing

privileged relationships with strategically important customers, beyond mere purchase volume. K/GAM is more than a super sales technique; it is a company-wide initiative involving multiple functions beyond the sales team, requiring new and collaborative ways to achieve corporate goals. When designing or improving a K/GAM program, the designers