"This book is crammed with distilled, practical wisdom for key
account managers and their directors. Organizations claiming to
practise key account management should equip everyone involved with
a copy, so they really understand what they are supposed to be
doing. Anything less is just old-fashioned selling."
Developing successful business-to-business relationships with
more customers in highly competitive markets requires processes and
skills that go beyond traditional selling activity. The very best
state-of-the-art strategies are set out clearly in this book by
intentionally known authors who have worked at the highest levels
with more key and strategic account managers worldwide than
probably any other leading advisors. Based on the hugely
influential KEY CUSTOMERS it looks at:
Why has account management become so critical to commercial
success?
What are the key challenges and how do successful companies
respond?
What part does key account management play in strategic
planning?
How do companies build profitable relationships with their
customers?
How does key account management actually work?
What does a successful key account manager look like and what
skills does heshe need?
How should key account managers be evaluated and rewarded?
How do companies achieve key account management?
By addressing these key questions Woodburn and McDonald provide
tools and processes for success honed by tough consultancy projects
with the boards of some of the world''s leading companies. The book
stresses the elements that really matter - from developing a
customer categorization system that really works and analyzing the
needs of key accounts; to understanding the new skills required by
key account managers and ensuring that key account plans are
implemented. The ''real world'' approach is backed by tested
principles and the latest research from the renowned Cranfield
School of Management.
Key Account Management comes from authors who have taught leading
companies how to approach their most powerful and demanding
customers and still make money. It is essential reading for all
senior management with strategic responsibility, for key or
strategic account directors, and for marketing and sales
executives. The clear and authoritative approach also makes it an
outstanding text for the serious MBA and executive student as well
as business-to-business company directors and key account
managers.
關於作者：
Diana Woodburn
BSc MSc MBA FCIM
Diana is the Managing Director of Marketing Best Practice, a
Visiting Fellow at Cranfield School of Management and Associate
Fellow at Warwick Business School. In 1998, together with Malcolm
McDonald, she founded Cranfield''s KAM Best Practice Research Club
of blue-chip companies, which has proved a major driving force in
understanding and advancing KAM. An exceptionally experienced
practitioner, she has developed the key account management
capabilities of leading companies and about three thousand of their
people worldwide, through consultancy, teaching, coaching and
writing. She has created some of the most popular concepts and
tools in KAM in use today.
Email: woodburn@marketingbp.com
Malcolm McDonald
MAOxon, MSc, PhD, D.Litt. FCIM FRSA
Malcolm is Emeritus Professor of Marketing at Cranfield
University School of Management, where he was until recently Deputy
Director. Formerly Marketing and Sales Director of Canada Dry, he
is the author of forty three books, including the best seller,
Marketing Plans: How to prepare them, how to use them. He is
Chairman of six companies and works with the operating boards of
major companies all over the world, particularly helping them to
take profitable advantage of the opportunities afforded by the
growing number of big, powerful customers. Together with Diana
Woodburn at Cranfield, he has been researching best practice in key
account management for over a decade. He is also a Visiting
Professor at Henley, Warwick, Aston and Bradford Business
Schools
Email: m.mcdonald@cranfield.ac.uk
目錄：
Foreword by Martin Lamb.
Acknowledgements.
The purpose of this book.
Before you read this book!
List of figures and tables.
1 The crucial role of key account management.
2 Selecting and categorizing key customers.
3 Relationship stages.
4 Developing key relationships.
5 The buyer perspective.
6 Key account profitability.
7 Key account analysis.
8 Planning for key accounts.
9 Processes - making key account management work.
10 The role and requirements of key account managers.
11 Performance and rewards in KAM.
12 Organizing for key account management.
13 Transitioning to KAM.
Further reading.
Integrated fast track.
Mini-cases.
Index.
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