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An organization's key accounts are its lifeblood. Key account management focuses on the long-term investment of resources in customers that can offer an exceptional return on resources. But which are the key accounts? Are they the ones growing the fastest? The ones that are most financially secure? Or are they the ones that shout the loudest? Key Account Management puts forward a straightforward and effective planning methodology. This fully updated 6th edition of Key Account Management takes a long-term, team-selling strategic view of the whole process, from defining the customer, to…mehr
An organization's key accounts are its lifeblood. Key account management focuses on the long-term investment of resources in customers that can offer an exceptional return on resources. But which are the key accounts? Are they the ones growing the fastest? The ones that are most financially secure? Or are they the ones that shout the loudest? Key Account Management puts forward a straightforward and effective planning methodology.
This fully updated 6th edition of Key Account Management takes a long-term, team-selling strategic view of the whole process, from defining the customer, to managing the relationship and achieving key supplier status. With coverage of latest best practice including IT's role in account management, plus new case studies, online supporting resources and a new section comparing how different industries/markets approach key account management, it stands alone as the premier book on managing key customers.
Online resources include helpful templates, guides for students and lecturers, and self tests to ensure that best practice is being followed.
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Autorenporträt
Peter 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).
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
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;
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
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;
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
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