Global Account Management: A Complete Action Kit of Tools and Techniques for Managing Key Global Customers

Overview

Global Account Management explains the significant challenges of establishing a global account strategy and guides the reader through the process of decisions and actions required to manage global accounts successfully. The book provides a thorough, workmanlike template for all businesses with global clients. Author Peter Cheverton highlights the difference between an international company operating in different markets and one that can be considered truly global. He explains that company directors need to ...

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Overview

Global Account Management explains the significant challenges of establishing a global account strategy and guides the reader through the process of decisions and actions required to manage global accounts successfully. The book provides a thorough, workmanlike template for all businesses with global clients. Author Peter Cheverton highlights the difference between an international company operating in different markets and one that can be considered truly global. He explains that company directors need to understand whether a client has consistent needs across different countries, possesses a global operational structure, and has the ability to implement global decisions. Cheverton then details the factors critical to successful handling of a global account. The implications of making the wrong decisions in a global marketplace are enormous. Global Account Management gives readers the information and insight they need to ensure the future success of their companies.

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Product Details

  • ISBN-13: 9780749452278
  • Publisher: Kogan Page, Ltd.
  • Publication date: 3/1/2008
  • Edition description: Reprint
  • Pages: 242
  • Sales rank: 1,164,503
  • Product dimensions: 6.50 (w) x 9.50 (h) x 1.00 (d)

Meet the Author

Peter Cheverton is founding Director of INSIGHT Marketing and People, a global training and consultancy 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 the author of Key Marketing Skills, Global Account Management and Key Account Management in Financial Services (all published by Kogan Page).

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Table of Contents

Contents

About the author

Acknowledgements

Introduction

1      Defining ‘global’       

        Truly global, or just plain international?; Timing your global response -- handling the ‘would-be’ globals; Taking the leap… upstairs…

2      The particular challenge of GAM

        Organizational and structural complexity; Authority; The irrationality of senior managers (no, really); Culture; Geography and time zones

3      Innocents among wolves, and other deadly sins…

4      The critical success factors -- making it happen               

5      Getting the big picture

        Opportunity chain analysis; Business driver analysis; The shared future analysis; A postscript

6      Understanding the global buyer

        The global buyer’s ambitions and purpose; Buying power -- pricing and terms; Operational efficiencies -- organizational structure; Supply chain management -- making it happen; Supplier management -- rationalization, positioning, and key/strategic suppliers; Protecting your investment; Postscript -- some deadly realism

7      Understanding the customer’s decision-making process

        The types of DMU; DMU analysis -- the toolkit

8      Managing the global touch points

        Influencing strategy; Service provision strategy; The invisible interactions

9      Getting the board on board

        Champions and enablers; Leadership, empowerment and coaching; Participants

10   The global account manager -- rarest of breeds?

        The skills for the task; Managing teams; Coaching ; Authority; The global account manager -- a sales professional?

11   Making it happen -- structure and the persuasive process

        Some ‘guidelines’; Making it happen -- the ‘persuasive process’

12   Performance and reward

        Right performance, right reward; Measuring the reward -- customer profitability

13   Getting IT right

14   The global account plan

15   Harnessing the strengths of cultural diversity

        Cultural preferences; What goes wrong?; What must go right?; Cultural preference -- the 16 scales; Forging a competitive advantage

16   Next steps, and getting further help

        Value propositions; INSIGHT Marketing and People; Further reading

Index

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