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Tables of Contents for Key Account Management
Chapter/Section Title
Page #
Page Count
Foreword
vii
Preface
ix
Preface to the third edition
x
Acknowledgements
xi
And it was all going so very well
1
4
PART I DEFINING KEY ACCOUNT MANAGEMENT
What is a key account?
5
5
So, what is the right answer?
6
1
The key account `investment'
7
1
Does everybody know?
8
1
Why key `account'? A justification
9
1
Managing the future
10
5
Where to start?
11
1
The importance of balance
12
1
Guessing the future -- certainty or drift?
13
1
How fast do we expect the future to arrive?
14
1
What KAM is not
14
1
Assessing the opportunity
15
20
PESTLE analysis
15
1
Porter's analysis
16
3
A secure future through competitive advantage?
19
3
Understanding the market chain and where you sit
22
8
The `opportunity snail'
30
3
Long-term competitive advantage?
33
2
Key account management -- its purpose
35
10
Why Kam?
35
2
Three simple purposes
37
1
Sales and business objectives
38
1
Sanity checks
38
2
Implications of KAM
40
1
So, what will KAM `feel' like?
41
1
Good practice?
42
1
Is there a KAM process?
43
2
Developing the relationship
45
25
The milk round
45
1
The hunter
46
1
The farmer
47
1
From hunter to farmer
48
1
The key account relationship development model
49
7
Some pros and cons of each stage
56
8
Some things to watch out for
64
3
Avoiding frustration
67
2
An update to the KAM process
69
1
The good, the bad, the sad and the ugly
70
8
The bad story
71
1
The sad story
72
1
The ugly story
73
1
The good story
74
2
The second good story
76
2
KAM profitability
78
15
The tale of the National Health Service
78
1
Will KAM be profitable?
79
14
PART II THE CUSTOMER'S PERSPECTIVE
Purchasing professionals
93
14
Hold on a minute, why should they let you in?
93
1
The purchasing `revolution'
93
3
Supply chain management
96
3
Supply side management
99
3
Spend intelligence
102
3
Purchasing strategy
105
2
Supplier positioning -- becoming a key supplier
107
13
Supplier positioning models
107
1
The risk/significance/spend model
108
4
What relationships, what activities?
112
4
So, who's the key supplier?
116
2
Is there any escape for suppliers?
118
2
Measuring value
120
8
Weaknesses of the spend model
120
1
Measuring value
121
2
The risk/significance/value model
123
2
Open book trading
125
3
Measuring trust
128
6
The risk/significance/trust model
129
5
Supply base optimization
134
6
Reducing supplier numbers
134
3
Rationalization & centralization-control and profitability
137
1
Developing suppliers' capabilities
138
2
Culture and values -- becoming a strategic supplier
140
21
What are they up against?
140
1
Business strategy
141
1
What to sell and where? The Ansoff matrix and risk
142
4
What to sell and where? The Product Life Cycle
146
4
Why will people buy? Porter and competitive advantage
150
1
What makes your business hum? Treacy and Weirsema's business value drivers
151
5
The cultural match
156
5
PART III PREPARING FOR KEY ACCOUNT MANAGEMENT
What will it take? Goals and obstacles
161
4
Goals
161
1
Obstacles
162
3
What will it take? Skills
165
6
The changing requirement
165
2
The team's skills and abilities
167
1
Attitudes and behaviours
168
3
What will it take? Systems and processes
171
15
Customer classification and customer distinction
172
1
Information systems
172
6
Communication
178
2
Operational systems and processes
180
1
Performance measurement
181
5
What will it take? Organization and resources
186
14
Organization
186
6
Human resources
192
8
What will it take? Making it happen
200
9
Alignment and managing the change
200
1
The change equation
201
2
Critical success factors (CSFs)
203
6
PART IV IDENTIFYING KEY ACCOUNTS
The 10 step process
209
3
Step 3 -- assemble the selection team
210
2
Segmentation
212
18
The problem for support functions in an unsegmented business
213
1
What is segmentation?
214
2
The benefits of segmentation
216
1
Methods for segmentation
217
1
Market mapping
217
3
Who buys what, how, when and where?
220
2
Making the cut
222
3
Segmentation and KAM identification
225
2
Benefits of segmentation for KAM
227
1
A new type of marketing plan? KAM and relationship marketing
228
2
Identifying your key accounts
230
16
An identification and selection process
231
3
Is all this really necessary?
234
2
The perfect investment portfolio?
236
2
The selection factors and the selection process
238
3
The selection process
241
2
How much effort and how much detail?
243
1
Key accounts and multiple business unit suppliers
244
2
Customer distinction
246
9
Determining distinct strategies
247
2
Some comments and advice
249
6
PART V ENTRY STRATEGIES
The customer's decision-making process
255
4
Entry strategy
255
1
The buying decision process
256
3
Selling to the organization -- the DMU
259
24
DMU -- the decision-making unit
259
2
Interests and influences -- entry strategies
261
1
The buyer's role
261
5
Other interests and influences
266
5
Levels of seniority
271
1
Entry strategies
272
1
The contact matrix & GROWs
273
3
Contacts over time
276
1
Avecia -- a live application
277
6
PART VI MEETING THE CUSTOMER'S NEEDS
Meeting the business needs -- beyond benefits
283
8
Where are you with your customers?
284
3
The customer's total business experience
287
4
Positive impact analysis (PIA)
291
14
The value chain
292
12
Some hints on using positive impact analysis
304
1
Key account management and the e-revolution
305
16
Some useful terms
307
1
Steps towards the revolution
308
1
E-commerce and supplier positioning
309
2
Some more terms
311
3
Getting into e-commerce
314
2
E-commerce, threat or solution?
316
5
Making the proposal
321
5
Open to change?
322
1
Proposal analysis
323
3
Selling to the individual
326
7
Logic or emotion?
327
1
Ensuring rapport
328
5
PART VII KEEPING ON TRACK
Getting there -- timetables and performance
333
8
Timetables for implementation
334
2
Training development tracks
336
2
Regular health checks
338
3
Writing the key account plan
341
8
The plan's purpose
341
1
A key account template?
342
1
Some `must haves'
343
2
A few tips
345
1
A sample running order
346
3
Getting further help
349
1
References and further reading
350
33
Index
383