Key Account Management : Tools and Techniques for Achieving Profitable Key Supplier Status
by Cheverton, PeterEdition: 4th
Format: Paperback
Pub. Date: 2008-06-01
Publisher(s): Kogan Page Ltd
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Summary
Very few books take the long-term, team-selling strategic view of KAM that this book takes. Focusing on implementation rather than theory,Key Account Managementis a highly practical book with a unique yet simplle planning methodology for identifying, obtaining, retaining, and developing key customers. Based on real and current experience of companies facing the KAM challenge, it provides tools for use in the real world that will help readers plan their own strategy as they proceed.
Author Biography
Peter Cheverton is Director of Insight Marketing & People, an international training and consulting firm in KAM working in 30+ countries. His clients include some of the world’s major blue chip companies such as AstraZeneca, Dow Corning, DuPont, ICI, and PPG. He is the author of Key Marketing Skills and Global Account Management (both Kogan Page).
Table of Contents
| Foreword | |
| And it was all going so very well | |
| Definitions and Purpose | p. 1 |
| The challenge | p. 3 |
| Why Key Account Management: aggressive or defensive? | p. 8 |
| What is a key account? An investment | p. 16 |
| What is Key Account Management? | p. 23 |
| Analysis: Opportunity and Value | p. 35 |
| Knowing the market, knowing your value | p. 37 |
| Knowing the people, knowing your value | p. 52 |
| Relationship Management | p. 63 |
| From 'bow-ties' to 'diamonds' | p. 65 |
| Contact strategies | p. 91 |
| The human factor | p. 114 |
| The good, the bad, the sad and the ugly | p. 121 |
| Achieving Key Supplier Status | p. 131 |
| The purchasing revolution | p. 133 |
| Supply chain management: seeking value | p. 141 |
| Purchasing organization: rationalization and centralization | p. 149 |
| Supplier positioning: managing suppliers | p. 160 |
| Achieving Strategic Supplier Status | p. 181 |
| Being of strategic value | p. 183 |
| How are they growing? | p. 192 |
| How do they aim to win? | p. 202 |
| What drives them? | p. 208 |
| A shared future? | p. 217 |
| The Value Proposition | p. 225 |
| The customer's total business experience | p. 227 |
| The customer's activity cycle | p. 236 |
| Measuring the value | p. 248 |
| Making the proposal | p. 253 |
| Targeting: Customer Classification and Distinction | p. 261 |
| Customer classification | p. 263 |
| Customer distinction | p. 287 |
| Making It Happen: Preparing for KAM | p. 295 |
| Sins and requirements | p. 297 |
| Leadership and organization | p. 302 |
| The skills required | p. 316 |
| IT systems | p. 333 |
| Measuring customer profitability | p. 342 |
| The key account plan | p. 354 |
| Tracking progress | p. 364 |
| Getting further help | p. 372 |
| Index | p. 375 |
| Table of Contents provided by Blackwell. All Rights Reserved. |
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