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Key Account Management
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Focuses on practical implementation rather than the theory of account management Helps boost account management effectiveness with practical tools including new and updated online resources Brings the elements of key account management together to help practitioners form and implement their own strategy

Table of Contents

  • 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;
  • Section - FOUR: Achieving key supplier status;
    • Chapter - 11: The purchasing revolution;
    • Chapter - 12: Supply chain management: seeking value;
    • Chapter - 13: Purchasing organization: rationalization and centralization;
    • Chapter - 14: Supplier positioning: managing suppliers;
  • Section - FIVE: Achieving strategic supplier status;
    • Chapter - 15: Being of strategic value;
    • Chapter - 16: How do they plan to grow?;
    • Chapter - 17: How do they aim to win?;
    • Chapter - 18: What drives them?;
    • Chapter - 19: A shared future?;
  • Section - SIX: The value proposition;
    • 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

About the Author

Peter Cheverton is Director of Insight Marketing & People, now established as the leading international training and consultancy firm in KAM implementation, working in more than thirty countries including Australia, Austria, Belgium, Brazil, Canada, China, Denmark, France, Germany, Holland, Hong Kong, India, Italy, Korea, Malaysia, Mexico, Poland, Singapore, South Africa, Sweden, Switzerland, Taiwan, the United Kingdom and the United States, with a client list that includes some of the world's major blue chip companies. He is also the author of Understanding the Professional Buyer and Global Account Management (both published by Kogan Page).

Reviews

"[P]resents a planning methodology for identifying, obtaining, retaining, and developing key customers."--Journal of Economic Literature
"A good overview of analytical tools, sound advice on strategy, timely warnings and...software and planning tools... We highly recommend this book to anyone with an interest in key corporate sales."--getAbstract, Inc.
"The essential guide to global best practice."--Winning Business
"A combination of clarity, enthusiasm, and common sense...reading this is a rewarding experience."--Professor Malcolm McDonald "Cranfield School of Management "

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