Implementing Key Account Management

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Implementing Key Account Management is a highly practical handbook that guides readers through the realities of rolling out a functional key account management programme. The book offers an integrated framework for key account management (KAM) that businesses can use to design or further develop strategic customer management programmes, enabling them to overcome the obstacles that organizations often face when rolling out their strategies. Bringing together the experiences of leading experts within this field, Implementing Key Account Management draws on two decades of research and best practice from Cranfield University School of Management, one of the foremost centres for researcher and thought leadership in KAM. Between them, the authors have designed and delivered programmes globally for clients such as Rolls-Royce, Unilever, Vodafone, The Economist and many more. Rigorously researched, well-grounded and practical, this book is – quite simply – the definitive, go-to resource for implementing key account management programmes.

Table of contents

Cover
Title Page
Copyright
Contents
List of Figures
List of Tables
About the authors
Preface
Acknowledgements
01 Introduction to implementing key account management
Overview
The process of value creation has shifted focus
Why should your company consider implementing KAM (or not)?
Effective KAM programmes
Key guiding principles for quality KAM implementation
Purpose and structure of the book
Questions for managers
PART ONE Re-engaging strategic customers
02 Adopting key account management
Overview
Selection of key accounts
The KAM investment
03 Building customer understanding and value planning
Overview
Key account planning
Conclusion
04 Developing customer relationships
Overview
Developing successful relationships with key accounts
Case study and interview
PART TWO Developing winning offerings
05 Creating compelling customer value propositions
What is a customer value proposition?
Linking innovation and KAM
Components of a compelling customer value proposition
Defining customer future state
Expanding your offer to the customer
Quantifying customer value
Example of a customer value proposition
Ten tips to create a compelling customer value proposition
Final thoughts
06 Co-creating value with key customers
Overview
Practices and capabilities for value co-creation
Value co-creation as purposeful engagement
Conclusion
Questions for managers
PART THREE Designing customer-centric approaches and processes
07 The role of the key account manager and the KAM team
Overview
Key account manager competences and skills
Recruiting, developing and leading key account managers
Conclusions
08 Measuring KAM performance
Overview
Linking performance to insights
Conclusion
09 Motivating, incentivizing and rewarding for KAM
Overview
Traditional rewards and their limitations for KAM roles
Conclusion
10 KAM and procurement: the buyer’s perspective and value-based negotiation
Sales, negotiation and KAM: what’s the difference?
How do buyers look at you?
Realistic relationships
Buying and procurement (strategic and operational tensions)
The supplier assessment framework
Cost, price, value, risk (price and contract options)
Tips for understanding procurement and adopting a value-based price position
11 International key account management
Overview
Global vs local: some common pitfalls of IKAM
The cultural dimension of managing international key accounts
How does KAM apply in different countries?
Conclusion
PART FOUR Assessing your KAM programme: a framework
12 The KAM Framework
A different way of doing business
Strategy–capability–change
The importance of a robust and shared vision
Building the organization to fit customer types
Expanding the KAM standards
Mind the gap (find the truth)
Final thoughts and advice for adopting the KAM Framework
Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions
Index
Backcover


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