Key Account Management

"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 he/she 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.

Autorentext
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
**MA(Oxon), 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

Zusammenfassung
"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 he/she 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.

Inhalt
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.