Learn why when a unique yet simple methodology is effectively implemented, it can identify, win, retain and develop a company's key customers and accounts.
Learn why when a unique yet simple methodology is effectively implemented, it can identify, win, retain and develop a company's key customers and accounts.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Peter Cheverton is founding Director of INSIGHT Marketing and People, a global training and consulting firm specializing in the development of customer-focused business strategies, with a strong focus on Key Account Management and Business Leadership. He has developed an international reputation as one of the leading experts in these challenging areas, working hands-on with clients around the world. He is author of Key Marketing Skills, Global Account Management and Key Account Management in Financial Services (Kogan Page).
Inhaltsangabe
About the author Foreword by Professor Malcolm McDonald Preface Preface to the sixth edition Acknowledgements And it was all going so very well... Part One Definitions and purpose 01 The key account approach 02 Why Key Account Management? 03 The spectrum of KAM ambition 04 What is a key account? 05 What is Key Account Management? Part Two Analysis: opportunity and value 06 Knowing the market, knowing your value 07 Knowing the people, knowing your value Part Three Relationship management 08 From 'bow-ties' to 'diamonds' 09 Decision mapping and contact strategies 10 The good, the bad, the sad and the ugly Part Four Achieving key supplier status 11 The purchasing revolution 12 Supply chain management: seeking value 13 Purchasing organization: rationalization and centralization 14 Supplier positioning: managing suppliers Part Five Achieving strategic supplier status 15 Being of strategic value 16 How do they plan to grow? 17 How do they aim to win? 18 What drives them? 19 A shared future? Part Six The value proposition 20 The customer's total business experience 21 The customer's activity cycle 22 Measuring the value - securing the reward 23 Making the proposal Part Seven Planning and joint planning 24 The key account plan 25 Joint planning Part Eight Targeting 26 Customer classification 27 Customer distinction 28 Global Account Management Part Nine Making it happen 29 Sins and requirements 30 Leadership and organization 31 Skills, attitudes and behaviours 32 The role of information technology 33 Measuring customer profitability 34 The implementation plan 35 Training and further help Index For free online support material please go to the Kogan Page website: www.koganpage.com/KAM6
Section - ONE: Definitions and purpose;
Chapter - 01: The key account approach;
Chapter - 02: Why Key Account Management?;
Chapter - 03: The spectrum of KAM ambition;
Chapter - 04: What is a key account?;
Chapter - 05: What is Key Account Management?;
Section - TWO: Analysis: opportunity and value;
Chapter - 06: Knowing the market, knowing your value;
Chapter - 07: Knowing the people, knowing your value;
Section - THREE: Relationship management;
Chapter - 08: From 'bow-ties' to 'diamonds';
Chapter - 09: Decision mapping and contact strategies;
Chapter - 10: The good, the bad, the sad and the ugly;
About the author Foreword by Professor Malcolm McDonald Preface Preface to the sixth edition Acknowledgements And it was all going so very well... Part One Definitions and purpose 01 The key account approach 02 Why Key Account Management? 03 The spectrum of KAM ambition 04 What is a key account? 05 What is Key Account Management? Part Two Analysis: opportunity and value 06 Knowing the market, knowing your value 07 Knowing the people, knowing your value Part Three Relationship management 08 From 'bow-ties' to 'diamonds' 09 Decision mapping and contact strategies 10 The good, the bad, the sad and the ugly Part Four Achieving key supplier status 11 The purchasing revolution 12 Supply chain management: seeking value 13 Purchasing organization: rationalization and centralization 14 Supplier positioning: managing suppliers Part Five Achieving strategic supplier status 15 Being of strategic value 16 How do they plan to grow? 17 How do they aim to win? 18 What drives them? 19 A shared future? Part Six The value proposition 20 The customer's total business experience 21 The customer's activity cycle 22 Measuring the value - securing the reward 23 Making the proposal Part Seven Planning and joint planning 24 The key account plan 25 Joint planning Part Eight Targeting 26 Customer classification 27 Customer distinction 28 Global Account Management Part Nine Making it happen 29 Sins and requirements 30 Leadership and organization 31 Skills, attitudes and behaviours 32 The role of information technology 33 Measuring customer profitability 34 The implementation plan 35 Training and further help Index For free online support material please go to the Kogan Page website: www.koganpage.com/KAM6
Section - ONE: Definitions and purpose;
Chapter - 01: The key account approach;
Chapter - 02: Why Key Account Management?;
Chapter - 03: The spectrum of KAM ambition;
Chapter - 04: What is a key account?;
Chapter - 05: What is Key Account Management?;
Section - TWO: Analysis: opportunity and value;
Chapter - 06: Knowing the market, knowing your value;
Chapter - 07: Knowing the people, knowing your value;
Section - THREE: Relationship management;
Chapter - 08: From 'bow-ties' to 'diamonds';
Chapter - 09: Decision mapping and contact strategies;
Chapter - 10: The good, the bad, the sad and the ugly;
Chapter - 20: The customer's total business experience;
Chapter - 21: The customer's activity cycle;
Chapter - 22: Measuring the value - securing the reward;
Chapter - 23: Making the proposal;
Section - SEVEN: Planning and joint planning;
Chapter - 24: The key account plan;
Chapter - 25: Joint planning;
Section - EIGHT: Targeting;
Chapter - 26: Customer classification;
Chapter - 27: Customer distinction;
Chapter - 28: Global Account Management;
Section - NINE: Making it happen;
Chapter - 29: Sins and requirements;
Chapter - 30: Leadership and organization;
Chapter - 31: Skills, attitudes and behaviours;
Chapter - 32: The role of information technology;
Chapter - 33: Measuring customer profitability;
Chapter - 34: The implementation plan;
Chapter - 35: Training and further help
Rezensionen
"A combination of clarity, enthusiasm and common sense... reading this is a rewarding experience." Professor Malcolm McDonald, Emeritus Professor, Cranfield School of Management
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