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A Fortune 100 industrial equipment manufacturer serves some of the largest global operators of heavy equipment fleets in the world, each of which operates hundreds of sites on its own. Serving that many strategic accounts at that scale depends on knowing, at any moment, which are at risk, which are growing, and why. That information lived in separate systems and spreadsheets, and no two teams tracked account performance the same way, so even a complete picture of an account still had to be pieced together into a plan by hand, every time.
The manufacturer deployed TADA to turn strategic account management from a reporting exercise into a system of action. Nine enterprise systems, spanning CRM, data warehouse, market intelligence, and project management, are now consolidated into one operating model spanning the full customer base, each individual account, and every site for each account operates. Account reviews now run on a governed, standard process instead of a manual build each time, every Customer Success KPI is linked to the initiative accountable for moving it, and these strategic accounts have delivered a 7% increase in share of purchase and a 15% improvement in fleet performance.
Understanding the health of a single account meant pulling data from nine enterprise systems and a set of standalone reports, then reconciling it by hand, a process repeated before every account review, for every account. Leadership had no consolidated view connecting account performance, site-level detail, KPIs, and customer priorities, so a review that should have taken an hour of preparation could take days.
The gaps ran deeper than reporting. KPI ownership varied by business function, account strategies were built independently by whoever owned the relationship, and improvement initiatives had no standardized way to track whether they were actually working. Strategic discussions ran on individual judgment rather than shared evidence, and there was no reliable way to tell whether an improvement effort was moving the numbers it was meant to move.
TADA's patented Digital Duplicate® platform connected the customer's systems, data, and operational logic into a single real-time model of the supply chain, encoding not just the data, but the policies and processes behind how the operation actually runs.
Strategic Account Management
Gives executives, Strategic Account Managers, Site Managers, and commercial teams a single role-based view of the customer base, from the full portfolio down to an individual account, down to an individual site. Each KPI comes with the full context behind it (the accounts, sites, and factors driving the number in either direction), refreshed from source systems rather than assembled by hand. Every KPI links to the Strategic Imperatives, projects, milestones, opportunities, and action plans meant to move it, so account strategy, execution status, and business result are managed in one system.
Detect
The most important KPIs for every strategic account and its sites synthesized in one place, sourced directly from the systems that produce them. Executives, account managers, and site managers work from the same numbers, and gaps are surfaced at the account or site level without any manual intervention.
Decide
Each KPI carries the full context behind it (the accounts, sites, and factors driving the number in either direction), so account teams can see not just what changed, but why. Strategic discussions move from individual judgment to shared evidence, with every team working from the same facts.
Act
Every KPI links to the Strategic Imperatives, projects, milestones, and action plans accountable for improving it. Improvement initiatives are tracked in the same place performance is measured, so leadership can see whether an initiative is on schedule and whether it's closing the gap it was meant to close, and account teams work from a shared plan instead of building separate, disconnected ones for the same account.
