Description
Book SynopsisPeter 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).
Trade Review"A combination of clarity, enthusiasm and common sense... reading this is a rewarding experience." * Professor Malcolm McDonald, Emeritus Professor, Cranfield School of Management *
"Will help any business focus their sales activities where they matter... this is the essential guide to global best practice." * Winning Business *
"For those who are embarking on key account management from a major project perspective then this is a good introduction....it has good information and guidance on how to select your key accounts and the overall key account management process." * "Getting to Grips with Key Account Management" Kim Tasso's Blog *
"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. *
"Presents a planning methodology for identifying, obtaining, retaining, and developing key customers." * Journal of Economic Literature *
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
