In 2009 Siemens instituted the Executive Relationship Program (ERP) with the stated goal to improve revenues by optimizing Siemens’s relationships with key customers. Despite overall satisfaction with the program, CEO Peter Löscher wondered if the success of the program was sustainable, given the time commitment it demanded key executives to make. This case, which includes interviews with Siemens key executives worldwide, asks to consider students how this program might be restructured or revised to preserve its stated goal while alleviating any undue burden on top management?

Case id: 120503