Peter Cheverton

Key Account Management

Tools and Techniques for Achieving Profitable Key Supplier Status

• Gebundenes Buch

Produktbeschreibung

Learn why when a unique yet simple methodology is effectively implemented, it can identify, win, retain and develop a company's key customers and accounts.

Produktdetails

• Verlag: Kogan Page Ltd
• Re-issue
• Seitenzahl: 416
• Erscheinungstermin: 11. April 2016
• Englisch
• Abmessung: 250mm x 175mm x 27mm
• Gewicht: 890g
• ISBN-13: 9780749479053
• ISBN-10: 0749479051
• Artikelnr.: 44944582

Autorenporträt

Peter Cheverton is founding Director of INSIGHT Marketing and People, a global training and consulting firm specializing in the development of customer-focused business strategies, with a strong focus on Key Account Management and Business Leadership. He has developed an international reputation as one of the leading experts in these challenging areas, working hands-on with clients around the world. He is author of Key Marketing Skills, Global Account Management and Key Account Management in Financial Services (Kogan Page).

Inhaltsangabe

About the author
Foreword by Professor Malcolm McDonald
Preface
Preface to the sixth edition
Acknowledgements
And it was all going so very well...
Part One Definitions and purpose
01 The key account approach
02 Why Key Account Management?
03 The spectrum of KAM ambition
04 What is a key account?
05 What is Key Account Management?
Part Two Analysis: opportunity and value
06 Knowing the market, knowing your value
07 Knowing the people, knowing your value
Part Three Relationship management
08 From 'bow-ties' to 'diamonds'
09 Decision mapping and contact strategies
10 The good, the bad, the sad and the ugly
Part Four Achieving key supplier status
11 The purchasing revolution
12 Supply chain management: seeking value
13 Purchasing organization: rationalization and centralization
14 Supplier positioning: managing suppliers
Part Five Achieving strategic supplier status
15 Being of strategic value
16 How do they plan to grow?
17 How do they aim to win?
18 What drives them?
19 A shared future?
Part Six The value proposition
20 The customer's total business experience
21 The customer's activity cycle
22 Measuring the value - securing the reward
23 Making the proposal
Part Seven Planning and joint planning
24 The key account plan
25 Joint planning
Part Eight Targeting
26 Customer classification
27 Customer distinction
28 Global Account Management
Part Nine Making it happen
29 Sins and requirements
30 Leadership and organization
31 Skills, attitudes and behaviours
32 The role of information technology
33 Measuring customer profitability
34 The implementation plan
35 Training and further help
Index
For free online support material please go to the Kogan Page website:
www.koganpage.com/KAM6

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• 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

Rezensionen

"A combination of clarity, enthusiasm and common sense... reading this is a rewarding experience." Professor Malcolm McDonald, Emeritus Professor, Cranfield School of Management