Integrated account management: how business-to-business marketers maximize customer loyalty and profitability
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York
AMACON
1997
|
| Series: | A step-by-step guide for sales and marketing executives
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XVI, 318 S. |
| ISBN: | 0814403336 |
Staff View
MARC
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| 245 | 1 | 0 | |a Integrated account management |b how business-to-business marketers maximize customer loyalty and profitability |c Mark A. Peck |
| 264 | 1 | |a New York |b AMACON |c 1997 | |
| 300 | |a XVI, 318 S. | ||
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| 490 | 0 | |a A step-by-step guide for sales and marketing executives | |
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| 650 | 4 | |a Customer loyalty | |
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Record in the Search Index
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|---|---|
| adam_text | Contents
List of Figures vii
Acknowledgments xi
Preface xiii
1 The Changing Business to Business Marketing
Landscape 1
2 IAM: A New Way of Doing Business With Your
Customers 19
3 Is IAM Right for Your Company? 31
4 Building an IAM Program 49
5 Managing to the Vision 67
6 Segmenting and Grading Customers 75
7 Design and Construction of IAM Modules 103
8 Profiling and Selecting the IAM Team 115
9 Defining Customer Contact Value: The Customer
Workshop 139
10 The IAM Process 159
11 Building the Contact Plan 175
12 Developing Account Managers 207
13 What to Expect and How to Measure It 225
14 Customer Loyalty as an IAM Measurement System 237
15 Selecting an IAM Information System 257
16 The New Account Manager: A Day in the Life 277
Epilogue 289
Appendix: Software Packages and Vendors 291
Index 311
V
List of Figures
Figure 1 1. Reasons for buying. 7
Figure 1 2. Differentiating satisfiers customer loyalty
survey. 9
Figure 1 3. Relationship/customer fit analysis. 10
Figure 1 4. Marketing integration cost per contact. 12
Figure 1 5. Customer profitability as a function of
number of years retained. 14
Figure 1 6. Impact of a five percentage point increase in
retention rate on customer net present value
(over a one year period). 14
Figure 1 7. Correlation between account management
and sales volume at TeamTBA. 16
Figure 3 1. The marketing perspective of the structure of
customer accounts. 35
Figure 3 2. Leveraging customer equity. 36
Figure 3 3. Probability of successful growth: the
customer factor vs. the product factor. 36
Figure 3 4. External factors indicating appropriateness
of IAM. 38
Figure 3 5. Annual customer revenue quintile analysis. 41
Figure 3 6. Minimum annual customer contact levels. 42
Figure 3 7. Potential average annual customer
contribution dollars. 42
Figure 4 1. Building an IAM program. 52
Figure 4 2. Building an IAM project work plan. 58
Figure 4 3. Building IAM task 2.0—develop strategic
foundation. 60
Figure 4 4. Building IAM task 3.0—develop
understanding of customers. 60
Figure 4 5. Building IAM task 4.0—build internal
service value. 63
vii
viii List of Figures
Figure 4 6. Building IAM task 5.0—acquire account
management resources. 64
Figure 4 7. Building IAM task 6.0—develop
marketing sales campaigns. 65
Figure 6 1. Developing a segmentation framework. 77
Figure 6 2. IAM customer segmentation interview guide
template. 79
Figure 6 3. Sample IAM customer segmentation
interview target position list. 80
Figure 6 4. IAM customer segmentation sample
interview guide. 83
Figure 6 5. Sample factor analysis. 88
Figure 6 6. Frequency distribution for factor 1. 88
Figure 6 7. Needs based segmentation documentation. 89
Figure 6 8. Developing the grading model. 94
Figure 6 9. Coefficient of correlation linear relationship
scale. 95
Figure 6 10. Correlation analysis example—hospital
segment. 96
Figure 6 11. Best in class decile analysis—hospital
segment. 96
Figure 6 12. Actual worth (annual sales) decile analysis. 97
Figure 6 13. Potential incremental worth (annual sales)
decile analysis. 98
Figure 6 14. Total worth matrix. 98
Figure 6 15. Total worth matrix (with grading
parameters). 99
Figure 7 1. Account management capacity. 105
Figure 7 2. Knowledge and understanding of business
account/customer loyalty analysis. 106
Figure 7 3. Module design. 108
Figure 8 1. Impact of talent, experience, and chemistry
on performance. 118
Figure 8 2. Account manager behavioral traits. 124
Figure 8 3. Evidence of behavioral traits. 132
Figure 8 4. Interview sheet. 133
Figure 8 5. Sample scoring sheet—behavioral interview. 136
Figure 9 1. Marketing and sales investments in one
customer in an average day. 140
Figure 9 2. Value based contact customer workshop
agenda. 147
Figure 9 3. Examples of valued contacts. 153
Figure 9 4. Value based contacts. 154
Figure 9 5. Performance requirements and specific
valued contacts at Phone Power. 156
List of Figures ix
Figure 10 1. IAM as a process. 160
Figure 10 2. IAM launch process. 165
Figure 10 3. Sample introductory package brochure. 168
Figure 11 1. Old contact plan—mix not optimized. 179
Figure 11 2. New contact plan—optimized mix. 179
Figure 11 3. TeamTBA customer contact matrix annual
data. 182
Figure 11 4. Acme Office Machines field account manager
estimated fully burdened cost. 183
Figure 11 5. Acme Office Machines telephone account
manager estimated fully burdened cost. 184
Figure 11 6. Acme Office Machines field account manager
average contact capacity. 184
Figure 11 7. Acme Office Machines telephone account
manager average contact capacity. 184
Figure 11 8. Acme Office Machines account grade
distribution. 185
Figure 11 9. Acme Office Machines overall customer
contact matrix. 186
Figure 11 10. Your Company overall customer contact
matrix. 186
Figure 11 11. Acme Office Machines module planning
process IAM workload model: inside account
manager example. 191
Figure 11 12. Acme Office Machines module planning
process IAM workload model: outside
account manager example. 191
Figure 11 13. Module planning process IAM workload
model. 192
Figure 11 14. Acme Office Machines sample module
profile report: customer counts by installed
equipment*—module 1. 192
Figure 11 15. Acme Office Machines sample module
profile report: customers by grade—
module 1. 193
Figure 11 16. Module planning process: module revenue
plan (Acme example). 194
Figure 11 17. Module planning process: module revenue
plan (blank form). 195
Figure 11 18. Customer contact planning process: industry
needs and applications worksheet
(completed). 197
Figure 11 19. Customer contact planning process: industry
needs and applications worksheet (blank). 198
x List of Figures
Figure 11 20. Module planning process campaign
definition worksheet. 199
Figure 11 21. Module planning specific campaign
definition. 200
Figure 12 1. Development goals. 209
Figure 12 2. Phases of account manager development life
cycle. 209
Figure 13 1. IAM measurement system. 228
Figure 13 2. Measuring strategic objectives. 229
Figure 13 3. IAM revenue/productivity plan influencers. 232
Figure 14 1. Satisfaction results—change from pretrial to
midtrial. 239
Figure 14 2. Customer loyalty measurement system. 243
Figure 14 3. Intent to repurchase. 249
Figure 14 4. Customer loyalty segments. 252
Figure 14 5. Loyalty segment revenue and share of
business. 252
Figure 14 6. Differentiating satisfiers: account/customer
loyalty analysis. 253
Figure 14 7. Service and support problems: account/
customer loyalty analysis. 254
Figure 14 8. Barriers to doing more business: account/
customer loyalty analysis. 254
Figure 15 1. Software and database process. 258
Figure 15 2. Team members and perspectives they can
contribute. 261
Figure 15 3. IAM optimization models. 265
Figure 15 4. Productivity equation. 266
Figure 15 5. Functional requirements: customer
communications and scheduling. 268
Figure 15 6. Functional requirements outline. 269
Figure 15 7. A corporate cross selling model. 270
Figure 15 8. ABC Company IAM software evaluation. 272
|
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| author | Peck, Mark A. |
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| dewey-tens | 650 - Management and auxiliary services |
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| indexdate | 2024-07-09T18:28:21Z |
| institution | BVB |
| isbn | 0814403336 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008471846 |
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| physical | XVI, 318 S. |
| publishDate | 1997 |
| publishDateSearch | 1997 |
| publishDateSort | 1997 |
| publisher | AMACON |
| record_format | marc |
| series2 | A step-by-step guide for sales and marketing executives |
| spelling | Peck, Mark A. Verfasser aut Integrated account management how business-to-business marketers maximize customer loyalty and profitability Mark A. Peck New York AMACON 1997 XVI, 318 S. txt rdacontent n rdamedia nc rdacarrier A step-by-step guide for sales and marketing executives Accountmanagement gtt Customer loyalty Industrial marketing Kundengruppenmanagement (DE-588)4197319-7 gnd rswk-swf Kundengruppenmanagement (DE-588)4197319-7 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008471846&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Peck, Mark A. Integrated account management how business-to-business marketers maximize customer loyalty and profitability Accountmanagement gtt Customer loyalty Industrial marketing Kundengruppenmanagement (DE-588)4197319-7 gnd |
| subject_GND | (DE-588)4197319-7 |
| title | Integrated account management how business-to-business marketers maximize customer loyalty and profitability |
| title_auth | Integrated account management how business-to-business marketers maximize customer loyalty and profitability |
| title_exact_search | Integrated account management how business-to-business marketers maximize customer loyalty and profitability |
| title_full | Integrated account management how business-to-business marketers maximize customer loyalty and profitability Mark A. Peck |
| title_fullStr | Integrated account management how business-to-business marketers maximize customer loyalty and profitability Mark A. Peck |
| title_full_unstemmed | Integrated account management how business-to-business marketers maximize customer loyalty and profitability Mark A. Peck |
| title_short | Integrated account management |
| title_sort | integrated account management how business to business marketers maximize customer loyalty and profitability |
| title_sub | how business-to-business marketers maximize customer loyalty and profitability |
| topic | Accountmanagement gtt Customer loyalty Industrial marketing Kundengruppenmanagement (DE-588)4197319-7 gnd |
| topic_facet | Accountmanagement Customer loyalty Industrial marketing Kundengruppenmanagement |
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