Equip yourself with the tools, frameworks and approaches needed to successfully deploy key account management programmes.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Javier Marcos has designed and delivered programmes globally for clients such as Barclays, Cap Gemini, GKN Aerospace, Rolls-Royce and Unilever. Mark Davies acts as Visiting Fellow for Cranfield School of Management and facilitates the Cranfield KAM Best Practice Research Club. Rodrigo Guesalaga is Senior Lecturer at Cranfield School of Management, Associate Professor at Pontificia Universidad Católica de Chile, and Visiting Professor at Vlerick Business School. Sue Holt is Director of the Cranfield School of Management's flagship Open Programme on KAM.
Inhaltsangabe
Chapter 01: Introduction to implementing key account management; Section PART ONE: Re engaging strategic customers; Chapter 02: Adopting key account management; Chapter 03: Building customer understanding and value planning; Chapter 04: Developing customer relationships; Section PART TWO: Developing winning offerings; Chapter 05: Creating compelling customer value propositions; Chapter 06: Co creating value with key customers; Section PART THREE: Designing customer centric approaches and processes; Chapter 07: The role of the key account manager and the KAM team; Chapter 08: Measuring KAM performance; Chapter 09: Motivating, incentivizing and rewarding for KAM; Chapter 10: KAM and procurement: the buyer's perspective and value based negotiation; Chapter 11: International key account management; Section PART FOUR: Assessing your KAM programme: a framework; Chapter 12: The KAM Framework; Chapter 13: Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions;
Chapter 01: Introduction to implementing key account management; Section PART ONE: Re engaging strategic customers; Chapter 02: Adopting key account management; Chapter 03: Building customer understanding and value planning; Chapter 04: Developing customer relationships; Section PART TWO: Developing winning offerings; Chapter 05: Creating compelling customer value propositions; Chapter 06: Co creating value with key customers; Section PART THREE: Designing customer centric approaches and processes; Chapter 07: The role of the key account manager and the KAM team; Chapter 08: Measuring KAM performance; Chapter 09: Motivating, incentivizing and rewarding for KAM; Chapter 10: KAM and procurement: the buyer's perspective and value based negotiation; Chapter 11: International key account management; Section PART FOUR: Assessing your KAM programme: a framework; Chapter 12: The KAM Framework; Chapter 13: Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions;
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