Description
Book SynopsisJavier 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.
Trade Review"The authors have a proven record of developing and delivering leadership in key account management theory and practice. This book will be really useful to any business leader looking for practical insight into how to grow business relationships and commercial outcomes with their largest, most complex accounts." * Paul Wilson, Commercial Account Director, Pfizer – KAM Centre of Excellence *
"Incredibly well thought-through, well researched and provides a unique playbook both for newcomers to key account management and for those with decades of experience. Very thought-provoking and a must-read for those serious about building deeper client relationships." * John MacDonald-Gaunt, Vice President, IBM Global Business Services *
"Professional, practical and pragmatic - an ideal source of information to make key account management work effectively in your organization." * Richard Daniel, Director of Key Account Coordination and Customer Solutions, Zoetis *
"I like the highly structured approach of this book, combining practical relevance and scientific foundation." * Hajo Rapp, SVP Global Strategic Account Management and Sales Excellence, TUEV SUED AG *
"Full of practical advice for managers, this book is the product of many years of research and teaching on key account management and sales by the experienced Cranfield team." * Lynette Ryals, Pro Vice Chancellor and Professor of Strategic Sales and Account Management, Cranfield University *
Table of Contents
- 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;
