Dr Javier Marcos, Mark Davies, Dr Rodrigo Guesalaga
Implementing Key Account Management
Designing Customer-Centric Processes for Mutual Growth
Dr Javier Marcos, Mark Davies, Dr Rodrigo Guesalaga
Implementing Key Account Management
Designing Customer-Centric Processes for Mutual Growth
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Equip yourself with the tools, frameworks and approaches needed to successfully deploy key account management programmes.
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Equip yourself with the tools, frameworks and approaches needed to successfully deploy key account management programmes.
Produktdetails
- Produktdetails
- Verlag: Kogan Page Ltd
- Artikelnr. des Verlages: 8326
- Seitenzahl: 352
- Erscheinungstermin: 28. August 2018
- Englisch
- Abmessung: 244mm x 170mm x 23mm
- Gewicht: 606g
- ISBN-13: 9780749482756
- ISBN-10: 0749482753
- Artikelnr.: 50431288
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: Kogan Page Ltd
- Artikelnr. des Verlages: 8326
- Seitenzahl: 352
- Erscheinungstermin: 28. August 2018
- Englisch
- Abmessung: 244mm x 170mm x 23mm
- Gewicht: 606g
- ISBN-13: 9780749482756
- ISBN-10: 0749482753
- Artikelnr.: 50431288
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
Javier Marcos has designed and delivered programmes globally for clients such as Barclays, Cap Gemini, GKN Aerospace, Rolls-Royce and Unilever. Mark Davies acts as Visiting Fellow for Cranfield School of Management and facilitates the Cranfield KAM Best Practice Research Club. Rodrigo Guesalaga is Senior Lecturer at Cranfield School of Management, Associate Professor at Pontificia Universidad Católica de Chile, and Visiting Professor at Vlerick Business School. Sue Holt is Director of the Cranfield School of Management's flagship Open Programme on KAM.
Chapter
01: Introduction to implementing key account management; Section
PART ONE: Re
engaging strategic customers; Chapter
02: Adopting key account management; Chapter
03: Building customer understanding and value planning; Chapter
04: Developing customer relationships; Section
PART TWO: Developing winning offerings; Chapter
05: Creating compelling customer value propositions; Chapter
06: Co
creating value with key customers; Section
PART THREE: Designing customer
centric approaches and processes; Chapter
07: The role of the key account manager and the KAM team; Chapter
08: Measuring KAM performance; Chapter
09: Motivating, incentivizing and rewarding for KAM; Chapter
10: KAM and procurement: the buyer's perspective and value
based negotiation; Chapter
11: International key account management; Section
PART FOUR: Assessing your KAM programme: a framework; Chapter
12: The KAM Framework; Chapter
13: Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions;
01: Introduction to implementing key account management; Section
PART ONE: Re
engaging strategic customers; Chapter
02: Adopting key account management; Chapter
03: Building customer understanding and value planning; Chapter
04: Developing customer relationships; Section
PART TWO: Developing winning offerings; Chapter
05: Creating compelling customer value propositions; Chapter
06: Co
creating value with key customers; Section
PART THREE: Designing customer
centric approaches and processes; Chapter
07: The role of the key account manager and the KAM team; Chapter
08: Measuring KAM performance; Chapter
09: Motivating, incentivizing and rewarding for KAM; Chapter
10: KAM and procurement: the buyer's perspective and value
based negotiation; Chapter
11: International key account management; Section
PART FOUR: Assessing your KAM programme: a framework; Chapter
12: The KAM Framework; Chapter
13: Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions;
Chapter
01: Introduction to implementing key account management; Section
PART ONE: Re
engaging strategic customers; Chapter
02: Adopting key account management; Chapter
03: Building customer understanding and value planning; Chapter
04: Developing customer relationships; Section
PART TWO: Developing winning offerings; Chapter
05: Creating compelling customer value propositions; Chapter
06: Co
creating value with key customers; Section
PART THREE: Designing customer
centric approaches and processes; Chapter
07: The role of the key account manager and the KAM team; Chapter
08: Measuring KAM performance; Chapter
09: Motivating, incentivizing and rewarding for KAM; Chapter
10: KAM and procurement: the buyer's perspective and value
based negotiation; Chapter
11: International key account management; Section
PART FOUR: Assessing your KAM programme: a framework; Chapter
12: The KAM Framework; Chapter
13: Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions;
01: Introduction to implementing key account management; Section
PART ONE: Re
engaging strategic customers; Chapter
02: Adopting key account management; Chapter
03: Building customer understanding and value planning; Chapter
04: Developing customer relationships; Section
PART TWO: Developing winning offerings; Chapter
05: Creating compelling customer value propositions; Chapter
06: Co
creating value with key customers; Section
PART THREE: Designing customer
centric approaches and processes; Chapter
07: The role of the key account manager and the KAM team; Chapter
08: Measuring KAM performance; Chapter
09: Motivating, incentivizing and rewarding for KAM; Chapter
10: KAM and procurement: the buyer's perspective and value
based negotiation; Chapter
11: International key account management; Section
PART FOUR: Assessing your KAM programme: a framework; Chapter
12: The KAM Framework; Chapter
13: Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions;