The seven keys to managing strategic accounts:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York
McGraw-Hill
2003
|
| Schlagworte: | |
| Online-Zugang: | Contributor biographical information Publisher description Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 189) and index |
| Beschreibung: | xx, 204 p. ill. 24 cm |
| ISBN: | 0071417524 |
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| 300 | |a xx, 204 p. |b ill. |c 24 cm | ||
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| 500 | |a Includes bibliographical references (p. 189) and index | ||
| 650 | 4 | |a Selling |x Key accounts | |
| 650 | 4 | |a Marketing |x Key accounts | |
| 650 | 4 | |a Strategic planning | |
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Datensatz im Suchindex
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| adam_text | CONTENTS
PREFACE xiii
Why This Book? xiii
What Qualifies Us to Address This Topic? xiii
Who Will Benefit from Reading This Book? xv
What Is a Strategic Account? xv
S4 Consulting Acknowledgments xvi
Miller Heiman Inc. Acknowledgments xvii
For the Reader Thinking, I Can t Read the Whole Book.
Which Chapters Would Help Me Most? xvii
Chapter 1
Introduction: What Is Strategic Account Management? 1
What Is Strategic Account Management? 1
How Does Strategic Account Management Differ
From Key Account Selling? 2
Key Account Selling Programs and Strategic
Account Management Programs: A Comparison 3
Reynolds Reynolds—Southeast Toyota: An Example
of Alignment 10
The Benefits to Southeast Toyota 12
The Benefits to Reynolds Reynolds 14
The Future of the Reynolds Reynolds SET Relationship 14
viii CONTENTS
PARTI
GETTING EVERYONE HEADED IN ROUGHLY THE
SAME DIRECTION: WHAT DIDN T WORK
Chapter 2
Key 1: Define Strategic Account Management as a Business
Rather Than a Sales Initiative 19
Create Cross Functional Executive Leadership 20
Understand and Align Around Accounts Business Challenges 21
Start Strategic Account Management Programs as Business
Initiatives: Honeywell Industrial Automation
and Control Solutions 23
The Minnesota Power Story 28
Drivers for Minnesota Power s Strategic Account Realignment 28
What Key Players Did to Strategically Realign
Minnesota Power 29
Initial Successes in Minnesota Power s Strategic Realignment 31
Minnesota Power Realigns Around Critical Customers 33
Why Minnesota Power Succeeded at Strategic Realignment 34
Define Strategic Account Management as a Business
Rather Than a Sales Initiative 36
Chapter 3
Key 2: Create Firm Alignment and Commitment to Meet
Strategic Accounts Needs and Expectations 37
What Is Organizational Alignment?—Three Critical Elements 38
What Are the Benefits of Alignment? 41
What Makes Alignment So Difficult? 44
How Can a Firm Create Organizational Alignment? 46
How Account Aligned Is Your Firm? 46
Knauf Fiberglass Case—Video Focus Groups and
Employee SWAT Teams 52
Marriott International s Alliance Account Directors and
Their Volunteer Army 55
Create Firm Alignment 60
CONTENTS ix
Chapter 4
Key 3: Start with the Right Number of the
Right Strategic Accounts 61
Ways to Examine Strategic Accounts 62
How to Conduct a High Level Portfolio Analysis:
The Six Question Meeting 66
The GfK Custom Research Inc. Story: How One Firm Cut
66 Percent of Its Customers, Doubled Its Revenues, Tripled
Its Margins, and Won the Baldrige Award 71
Using Strategic Account Selection Criteria 76
Start with the Right Number of the Right Strategic Accounts 78
PART 2
TACTICAL ISSUES IN STRATEGIC ACCOUNT
MANAGEMENT ... IRONBOLT STEEL AND
EXECUTIVE VISITS: WHAT DIDN T WORK
Chapter 5
Key 4: Create Human Resources Support for Strategic
Account Managers 83
How Do We Select Strategic Account Managers? 86
The H. R. Chally Strategic Account Manager
Competency Model 87
The S4 Consulting Strategic Account Manager
Competency Model Categories 93
How Do We Develop Strategic Account Managers? 95
Strategic Account Manager Training:
The Motorola LMPS Story 95
How Do We Assign Strategic Account Managers? 101
How Do We Pay Strategic Account Managers? 105
The IBM Global Story 108
Create Human Resources Support for Strategic
Account Managers 111
x CONTENTS
Chapter 6
Key 5: Create Firmwide Relationships at Multiple
Levels of Relationships between the Firm and Its Most
Critical Accounts 113
Relationship Map Checklist 117
The Strategic Account Loss Cycle 119
Preventing the Strategic Account Loss Cycle 123
The U.S. West/Dayton Hudson Story 124
The 3M/IBM Storage Story 127
Create Firmwide Relationships 128
Chapter 7
Key 6: Regularly Quantify and Communicate
the Value Received from and Delivered to
Strategic Accounts 131
Quantify the Value Strategic Accounts Provide 132
Boise Office Solutions 138
Quantify the Value Delivered to Strategic Accounts 143
The Holland Hitch story 144
The National Office Supplies Story 146
Regularly Quantify and Communicate the Value Received
from and Delivered to Strategic Accounts 150
Chapter 8
Key 7: Use Technology Judiciously 153
A High Level Overview of CRM Systems Challenges 154
Seven Steps to Successful Systems Implementation for
Strategic Account Management Programs 157
The UPS Story: The Development of the LINK System 163
Use Technology Judiciously 167
CONTENTS xi
PART 3
FROM ANALYSIS TO ACTION ... TICONDEROGA
CHEMICAL AND STRATEGIC ACCOUNT
MANAGEMENT: THE PAYOFF
Chapter 9
Conclusion: From Analysis to Action:
Moving the Game Forward 173
Benefit Number One: Strategic Account Management s Sustainable
Competitive Advantage 175
Benefit Number Two: Strategic Account Management s Greater
Account Loyalty 177
Benefit Number Three: Strategic Account Management s Greater
Account Profitability 179
The Marriott Deloitte Touche Story 180
The Value Delivered to Deloitte Touche 181
The Value Delivered to Marriott International 182
A Game Plan for Moving Forward 183
The Getting Started Actions 183
Results 186
REFERENCES 189
INDEX 191
|
| adam_txt |
CONTENTS
PREFACE xiii
Why This Book? xiii
What Qualifies Us to Address This Topic? xiii
Who Will Benefit from Reading This Book? xv
What Is a Strategic Account? xv
S4 Consulting Acknowledgments xvi
Miller Heiman Inc. Acknowledgments xvii
For the Reader Thinking, "I Can't Read the Whole Book.
Which Chapters Would Help Me Most?" xvii
Chapter 1
Introduction: What Is Strategic Account Management? 1
What Is Strategic Account Management? 1
How Does Strategic Account Management Differ
From Key Account Selling? 2
Key Account Selling Programs and Strategic
Account Management Programs: A Comparison 3
Reynolds Reynolds—Southeast Toyota: An Example
of Alignment 10
The Benefits to Southeast Toyota 12
The Benefits to Reynolds Reynolds 14
The Future of the Reynolds Reynolds SET Relationship 14
viii CONTENTS
PARTI
GETTING EVERYONE HEADED IN ROUGHLY THE
SAME DIRECTION: WHAT DIDN'T WORK
Chapter 2
Key 1: Define Strategic Account Management as a Business
Rather Than a Sales Initiative 19
Create Cross Functional Executive Leadership 20
Understand and Align Around Accounts' Business Challenges 21
Start Strategic Account Management Programs as Business
Initiatives: Honeywell Industrial Automation
and Control Solutions 23
The Minnesota Power Story 28
Drivers for Minnesota Power's Strategic Account Realignment 28
What Key Players Did to Strategically Realign
Minnesota Power 29
Initial Successes in Minnesota Power's Strategic Realignment 31
Minnesota Power Realigns Around Critical Customers 33
Why Minnesota Power Succeeded at Strategic Realignment 34
Define Strategic Account Management as a Business
Rather Than a Sales Initiative 36
Chapter 3
Key 2: Create Firm Alignment and Commitment to Meet
Strategic Accounts' Needs and Expectations 37
What Is Organizational Alignment?—Three Critical Elements 38
What Are the Benefits of Alignment? 41
What Makes Alignment So Difficult? 44
How Can a Firm Create Organizational Alignment? 46
How Account Aligned Is Your Firm? 46
Knauf Fiberglass Case—Video Focus Groups and
Employee SWAT Teams 52
Marriott International's Alliance Account Directors and
Their "Volunteer Army" 55
Create Firm Alignment 60
CONTENTS ix
Chapter 4
Key 3: Start with the Right Number of the
Right Strategic Accounts 61
Ways to Examine Strategic Accounts 62
How to Conduct a High Level Portfolio Analysis:
The Six Question Meeting 66
The GfK Custom Research Inc. Story: How One Firm Cut
66 Percent of Its Customers, Doubled Its Revenues, Tripled
Its Margins, and Won the Baldrige Award 71
Using Strategic Account Selection Criteria 76
Start with the Right Number of the Right Strategic Accounts 78
PART 2
TACTICAL ISSUES IN STRATEGIC ACCOUNT
MANAGEMENT . IRONBOLT STEEL AND
EXECUTIVE VISITS: WHAT DIDN'T WORK
Chapter 5
Key 4: Create Human Resources Support for Strategic
Account Managers 83
How Do We Select Strategic Account Managers? 86
The H. R. Chally Strategic Account Manager
Competency Model 87
The S4 Consulting Strategic Account Manager
Competency Model Categories 93
How Do We Develop Strategic Account Managers? 95
Strategic Account Manager Training:
The Motorola LMPS Story 95
How Do We Assign Strategic Account Managers? 101
How Do We Pay Strategic Account Managers? 105
The IBM Global Story 108
Create Human Resources Support for Strategic
Account Managers 111
x CONTENTS
Chapter 6
Key 5: Create Firmwide Relationships at Multiple
Levels of Relationships between the Firm and Its Most
Critical Accounts 113
Relationship Map Checklist 117
The Strategic Account Loss Cycle 119
Preventing the Strategic Account Loss Cycle 123
The U.S. West/Dayton Hudson Story 124
The 3M/IBM Storage Story 127
Create Firmwide Relationships 128
Chapter 7
Key 6: Regularly Quantify and Communicate
the Value Received from and Delivered to
Strategic Accounts 131
Quantify the Value Strategic Accounts Provide 132
Boise Office Solutions 138
Quantify the Value Delivered to Strategic Accounts 143
The Holland Hitch story 144
The National Office Supplies Story 146
Regularly Quantify and Communicate the Value Received
from and Delivered to Strategic Accounts 150
Chapter 8
Key 7: Use Technology Judiciously 153
A High Level Overview of CRM Systems Challenges 154
Seven Steps to Successful Systems Implementation for
Strategic Account Management Programs 157
The UPS Story: The Development of the LINK System 163
Use Technology Judiciously 167
CONTENTS xi
PART 3
FROM ANALYSIS TO ACTION . TICONDEROGA
CHEMICAL AND STRATEGIC ACCOUNT
MANAGEMENT: THE PAYOFF
Chapter 9
Conclusion: From Analysis to Action:
Moving the Game Forward 173
Benefit Number One: Strategic Account Management's Sustainable
Competitive Advantage 175
Benefit Number Two: Strategic Account Management's Greater
Account Loyalty 177
Benefit Number Three: Strategic Account Management's Greater
Account Profitability 179
The Marriott Deloitte Touche Story 180
The Value Delivered to Deloitte Touche 181
The Value Delivered to Marriott International 182
A Game Plan for Moving Forward 183
The Getting Started Actions 183
Results 186
REFERENCES 189
INDEX 191 |
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| spelling | Sherman, Sallie Verfasser aut The seven keys to managing strategic accounts Sallie Sherman, Joseph Sperry, Sam Reese New York McGraw-Hill 2003 xx, 204 p. ill. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. 189) and index Selling Key accounts Marketing Key accounts Strategic planning Kundenmanagement (DE-588)4236865-0 gnd rswk-swf Kundenmanagement (DE-588)4236865-0 s DE-604 Sperry, Joseph Sonstige oth Reese, Sam Sonstige (DE-588)157390829 oth http://www.loc.gov/catdir/bios/mh042/2002156091.html Contributor biographical information http://www.loc.gov/catdir/description/mh031/2002156091.html Publisher description HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014862117&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sherman, Sallie The seven keys to managing strategic accounts Selling Key accounts Marketing Key accounts Strategic planning Kundenmanagement (DE-588)4236865-0 gnd |
| subject_GND | (DE-588)4236865-0 |
| title | The seven keys to managing strategic accounts |
| title_auth | The seven keys to managing strategic accounts |
| title_exact_search | The seven keys to managing strategic accounts |
| title_exact_search_txtP | The seven keys to managing strategic accounts |
| title_full | The seven keys to managing strategic accounts Sallie Sherman, Joseph Sperry, Sam Reese |
| title_fullStr | The seven keys to managing strategic accounts Sallie Sherman, Joseph Sperry, Sam Reese |
| title_full_unstemmed | The seven keys to managing strategic accounts Sallie Sherman, Joseph Sperry, Sam Reese |
| title_short | The seven keys to managing strategic accounts |
| title_sort | the seven keys to managing strategic accounts |
| topic | Selling Key accounts Marketing Key accounts Strategic planning Kundenmanagement (DE-588)4236865-0 gnd |
| topic_facet | Selling Key accounts Marketing Key accounts Strategic planning Kundenmanagement |
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