Key Account Management: A Complete Action Kit of Tools and Techniques for Achieving Profitable Key Supplier Status

Key Account Management: A Complete Action Kit of Tools and Techniques for Achieving Profitable Key Supplier Status

by Peter Cheverton

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Overview

Key Account Management: A Complete Action Kit of Tools and Techniques for Achieving Profitable Key Supplier Status by Peter Cheverton

* New cases, several new chapters and significant updates on selecting new customers, key account plans and use of IT

Product Details

ISBN-13: 9780749441692
Publisher: Kogan Page, Ltd.
Publication date: 03/28/2004
Series: Key Account Management: Tools & Techniques for Achieving Profitable Series
Edition description: 3rd ed.
Pages: 356
Product dimensions: 7.42(w) x 9.60(h) x 0.90(d)

About 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).

Table of Contents

Forewordvii
Prefacex
Preface to the second editionxi
Acknowledgementsxii
And it was all going so very well...1
Part IDefining Key Account Management
1What is a key account?5
So, what is the right answer?6
The key account 'investment'7
Why key 'account'? A justification8
2Managing the future10
The importance of balance11
Guessing the future--certainty or drift?13
How fast do we expect the future to arrive?13
What KAM is not14
3Assessing the opportunity15
PESTLE analysis15
Porter's analysis16
A secure future through competitive advantage?19
Understanding the market chain and where you sit22
The 'opportunity snail'25
Long-term competitive advantage?29
4Key account management--its purpose30
Sales and business objectives31
Sanity checks32
Implications of KAM34
So, what will KAM 'feel' like?34
Good practice?35
Is there a KAM process?36
5Developing the relationship38
The milk round38
The hunter39
The farmer40
From hunter to farmer40
The key account relationship development model41
Some pros and cons of each stage49
Some things to watch out for56
Avoiding frustration58
An update to the KAM process60
6The good, the bad, the sad and the ugly61
The bad story62
The sad story63
The ugly story64
The good story67
7KAM profitability70
The tale of the National Health Service70
Will KAM be profitable?71
Part IIThe Customer's Perspective
8Purchasing professionals83
Hold on a minute, why should they let you in?83
The purchasing 'revolution'84
Supply chain management86
Supply side management88
Spend intelligence92
Purchasing strategy95
9Supplier positioning--becoming a key supplier97
Supplier positioning models97
The risk/significance/spend model99
What relationships, what activities?103
So, who's the key supplier?107
Is there any escape for suppliers?108
10Measuring value110
Weakness of the spend model110
Measuring value111
The risk/significance/value model114
Open book trading115
11Measuring trust118
The risk/significance/trust model119
12Supply base optimization123
Reducing supplier numbers123
Developing suppliers' capabilities126
13Culture and values--becoming a strategic supplier129
What are they up against?130
Business strategy131
What to sell and where? The Ansoff matrix and risk132
What to sell and where? The Product Life Cycle135
Why will people buy? Porter and competitive advantage139
What makes your business hum? Treacy and Weirsema's business value drivers141
The cultural match146
Part IIIPreparing for Key Account Management
14What will it take? Goals and obstacles151
Goals151
Obstacles152
15What will it take? Skills154
Man or Superman?155
The team's skills and abilities155
Attitudes and behaviours156
16What will it take? Systems and processes159
Information systems160
Operational systems and processes163
Performance measurement systems164
Communication systems167
Knowledge management170
17What will it take? Organization and resources173
Organization173
Human resources180
18What will it take? Making it happen189
Alignment and managing the change190
The change equation190
Critical success factors (CSFs)193
Part IVIdentifying Key Accounts
19Segmentation199
The problem for support functions in an unsegmented business200
What is segmentation?201
Methods for segmentation203
Market mapping204
Who buys what, how, when and where?206
Making the cut208
Segmentation and KAM identification209
Benefits of segmentation for KAM211
A new type of marketing plan? KAM and relationship marketing212
20Identifying your key accounts213
An identification and selection process214
Is all this really necessary?218
The perfect investment portfolio?220
The selection factors and the selection process221
The selection process225
How much effort and how much detail?227
Key accounts and multiple business unit suppliers228
Part VEntry Strategies
21The customer's decision-making process233
Entry strategy233
The buying decision process234
22Selling to the organization--the DMU237
DMU--the decision-making unit237
Interests and influences--entry strategies239
The buyer's role239
Other interests and influences244
Levels of sensiority250
Entry strategies251
The contact matrix252
Contacts over time255
Avecia--a live application256
Part VIMeeting the Customer's Needs
23Meeting the business needs--beyond benefits261
Where are you with your customers?262
The customer's total business experience266
24Positive impact analysis (PIA)269
The value chain270
Some hints on using positive impact analysis281
25Key account management and the e-revolution283
Some useful terms285
Steps towards the revolution286
E-commerce and supplier positioning288
Some more terms...290
Getting into e-commerce...293
E-commerce, threat or solution?296
26Making the proposal301
Open to change?302
Proposal analysis303
27Selling to the individual307
Logic or emotion?308
Ensuring rapport309
Part VIIKeeping on Track
28Getting there--timetables and performance315
Timetables for implementation316
Training development tracks317
Regular health checks319
29Writing the key account plan322
The plan's purpose322
A key account template?323
Some 'must haves'324
A few tips326
A sample running order327
30Getting further help332
References and further reading333
Index335

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From the Publisher

"We sell into one of the most demanding markets in the world and Peter s work has helped us to bring a clarity of approach that is reflected in our successful business development." — Avecia Lifescience Molecules, General Manager, International Sales "All marketing lecturers find your book most useful and it is replacing Mr. Kotler on both strategic and tactical parts of the education." — The IHM Business School, Sweden

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