By Diana Woodburn
""This ebook is full of distilled, functional knowledge for key account managers and their administrators. enterprises claiming to guidance key account administration may still equip all people concerned with a duplicate, so that they fairly comprehend what they're speculated to be doing. whatever much less is simply out of date selling."" constructing profitable business-to-business relationships with extra buyers in hugely aggressive markets calls for approaches and abilities that transcend conventional promoting task. some of the best state of the art recommendations are set out essentially during this ebook by way of deliberately identified autho. �Read more...
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Additional resources for Key Account Management : the Definitive Guide
They do not appreciate this kind of fickle behaviour and are inclined to respond negatively. Including any customers in your selection who do not respond to KAM could bring down the whole initiative. C02 11/25/2010 16:39:57 Page 30 30 Key Account Management CHECKPOINT Make sure that the selection process is: based on valid, forward-looking criteria objectively applied resistant to political pressures dynamic. Sensibly, underperforming customers should be identified at a regular, annual review, and then put ‘on probation’ for the next 12 months.
Your company should balance the number of key customers it can handle with the number that represents enough business potential to make the initiative and the effort involved worthwhile. Curiously, some companies do not seem to know exactly how many customers they count as key. In that situation, it is hard to believe that KAM is a real, living strategy in the organization. If you cannot even name and count your key customers, it is highly unlikely that you are genuinely managing them as key accounts, or that they will know and believe that they are key accounts.
We need to know where we stand now with our customer and what further engagement might entail. We will also need a sound appreciation of their market position, and internal strengths and constraints (see Chapter 7). Understanding key relationships is both important and challenging because: the risks are ambiguous and the stakes are high, supplier–buyer interactions are already complex and lie at the heart of major change, and key relationships operate at different levels which require different behaviours.