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. Peter Cheverton, Tim Hughes, Bryan Foss and Merlin Stone, Key account management in financial services / Peter Cheverton [et al]. DECISIONS. Table of Contents. Page 4. Assessment. Performance Map. Page 5. Your Trainer. Peter Cheverton. Page 6. What you will get. Questions & Answers.
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PETER CHEVERTON. Key Account Management A complete action kit of tools and techniques for achieving profitable key supplier status. Third Edition. 6TH EDITION. Key Account. Management. Tools and techniques for achieving profitable key supplier status. Peter Cheverton. A. KoganPage. Peter Cheverton. Abstract Download full-text PDF. Key account in key account management (KAM) in these companies. Research on KAM.
Key Account Management
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. The key account approach 2. Why Key Account Management?
The spectrum of KAM ambition 4. What is a key account? What is Key Account Management? Section - TWO: Analysis: opportunity and value 6.
The key issues. However, there is not much relevance of this to KAM is primarily to empirical evidence on this. This varies greatly by the UK.
However, less regulated markets increasing pressure similar trends and areas of deregulation for a low-cost operating environment have emerged in most advanced together with intense competition is economies. The likelihood is governance issues, highlighted by the that a number of advisers will form multi- Enron and Parmalat scandals both ties with a limited range of suppliers and this examples from the world of business-to- will change the nature of the relationship business , as well as a long succession of between supplier and intermediary.
In nature of their sales operation. With led to consolidation of what was a very Henry Stewart Publications — Vol. Their insurance market, the industry has become ability to run relationship programmes more polarised, with large operators with end-customers may be limited by a growing at the expense of those in the lack of end-customer information and of middle. Still, there remain thousands of permission-based contact opportunities.
Banks serve business product provider because of the business it customers that range from self-employed generates through its end-customers. There individuals to multinational corporations. In between the two extremes provider, for other services. Suppliers and downloaders need to Product diversity and complexity consider how consolidation on both sides is having an impact on how they manage Financial products vary greatly in their distribution channels, supply chain complexity: from simple no-risk savings and relationships.
Corporate customers have a wide High degree of intermediation range of needs.
Financial determine what the product will be. In the advisers sell a large proportion of corporate market tailor-made individual insurance and investment products.
For example a broker The customer must not only specify may be involved in dealing directly with requirements, but also provide detailed the borrower, a packager may deal with feedback as the service is delivered. In the administration of setting up the loan, a doing this, customers must be willing and bank may provide the loan and an able to collaborate and may need a high insurance company may provide the home level of support and interaction to gain the insurance. Within This has several implications.
Key Account Management
The complex and evolving businesses, customer product provider may be distanced from needs are often also highly complex and the end-customer for much of the individual. Appropriate measures are and systems to the needs of their most therefore required.
Uncertainty of outcome, success factors of successful deployment however, can make it hard for the downloader for a B2B system often not fully and the seller to judge the likely return on recognised.
Competitive advantage and the product. Further, coverage and providing the potential for the cost of servicing the relationship may cost reduction.
Dealing with a key account value of the customer. This may involve particular markets. The challenge in relationships under the spotlight.
Pressures dealing with key accounts is in keeping on margins mean that controlling expenses close to the customer while utilising is a big issue in most markets. Clients are better informed than ever and more discriminating.
Clients focus on use of KAM.The salesperson is in full control with no distractions from badly informed colleagues — and gets all the praise for success!
Defining key account management of our largest customers. What is a key account? Of course, just how long-sighted you have to be depends, again, on your own market and business circumstances.
Key Account Management
One of them said. The Product Life Cycle ; Why will people download?
Done well. Customer gets new ideas first.
This process is shown in Figure 4.