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This document provides a step-by-step, detailed approach to designing a Key Account Management program, including: - selecting and segmenting key accounts - defining team structure, roles & responsibilities, activities, resource allocation, and team charter guidelines - account plan and review process - other initiatives to support a KAM program - a roll-out plan. specifications, and I’m never certain precisely when an order will be placed”. Discover how to grow key accounts with strategic account management training that combines a structured approach and set of supporting tools. Case 4, Marriott, Hotels, exemplifies an attempt to build o, adopt a total customer focus in KAM. Chartered Institute of Marketing (CIM) (1995), Hamel, G. (1994), “The concept of core comp, Industrial Marketing and Purchasing (IMP) Confer, Marketing and Purchasing (IMP) Conference, Univ. We also provide details of the methodology behind our study (Section 1.3) and position it by specifying our contribution (Section 1.4). - the age of the customer relationship Attention is directed towards not only marketing management job positions but also towards an understanding of the marketing managers themselves. This handbook sets forth U.S. Customs policy for the Account Management program and outlines the standard operating procedures for processing accounts. hެWmS�8��4s_ڹ�$ˎ=�a& ����r�|����ة�P诿�l��8�#�m����yVb< �0K�#�ejN���!�X�r�w��X{�qjZ��W逛�X� e%\�6�m�V�96⸞�D0��K�F�Æ'��ݎ�Ԅ0�B�GC��L����'�'�s��]�W��Xu��G?B�韔T��l�l�m��|��B����U<6�/p8! It should be used to ensure the long-term development and retention of strategic customers. Purpose that Key Account Management has become a general management (leadership, team management, project management, planning etc.) endstream endobj 109 0 obj <>>> endobj 110 0 obj <>/ExtGState<>/Font<>/ProcSet[/PDF/Text/ImageC]/XObject<>>>/Rotate 0/StructParents 0/TrimBox[0.0 0.0 595.276 841.89]/Type/Page>> endobj 111 0 obj <>stream Although the model developed and case presented are based on some industry specific features, the overall approach could be used as a benchmark for different industries and companies, especially those active in business-to-business markets. HR needs to establish which skills are required, assess each actor's current level of skills, identify gaps, formulate training schedules to eliminate the gaps, etc. Nothing will put a strategic account at greater risk … ... KA managers, KAM teams, and actors from other functional units) dispose of the necessary knowledge and skills to perform their activities. It demands a new approach to the key account … These programs go by different names: key accounts, national accounts, strategic accounts, global accounts… Draws on the findings from ongoing empirical research which takes the buyer/seller dyadic relationship as the unit of analysis to provide a critique of the relative neglect of KAM processes in preference to outputs in the form of managerial competences. It is signified by many very different management positions in terms of hierarchy and job, each requiring different managerial aptitudes in the performance of different managerial tasks. This book aims to contribute new knowledge on the CRM (Customer Relationship Management) topic in the field of industrial marketing. A joint research process is esta, to the research and problem resolution pr, orientation and not only requires complete understanding of the customer’. tives and management teams on strategic customer relationship and sales, leadership, innovation and or-ganizational development. 1). Sellers need an account management strategy to manage and grow existing accounts. companies setting their sights on the moving target of KAM best-practice. �Y���@ ��4�w��� 0K�8RS��R�N�#~��&7��. the latter half of the 1990s (Millman, 1995). on traditional negotiation and selling skills. %PDF-1.6 %���� Personal selling has an important strategic role to play in communicating between a company and its customers. The key account … Marketing management is not an homogeneous grouping. Management and Marketing: A Position Paper, From national account management to global account management in business-to-business markets, Winning & Keeping Industrial Customers: The Dynamics of Customer Relations. Over the past decade, various publications ha, 1994; Pickton, 1994; Thomas, 1986). The chapter continues by applying the “resource interaction” perspective to CRM (Section 5.5. © 2008-2020 ResearchGate GmbH. (�2�)���6ԣ��&�����_�6�W��{h�}8 Se Empirically, the book analyzes the CRM development and implementation in an Italian industrial company named Loccioni group. Business and HE links: The search for meaningful relationships in the placement marketplace - part t... Opportunism in buyer–seller relationships: Some unexplored antecedents. Best Practices in Key Account Management JS5990. In fact, CRM can be analyzed under different and divergent perspectives. The study provides theoretical and managerial insights into understanding and controlling opportunism. We examine five distinctive time-periods and find that KAM relevant literature has progressed 1) from selling and relationship-building approaches to key network management, 2) from network innovation to governance, 3) from network-level performance to co-creation of business solutions and values, 4) from product and service performance to incorporating sustainability. Most organizations had an organized sales force long before they introduced a formal marketing activity of the kind described throughout this text. This chapter presents a model of customer-centric strategy implementation based on best practices developed by Vetropack, one of the leading companies in the European glass packaging industry. It costs 6-7 times more to acquire new customers than it does to retain existing ones. Key Account Management is a strategic decision The broadened scope of superior key account management is reaching far beyond selling products or services to important clients with high sales turnover. By adopting a capability perspective on KAM, we seek to develop a theoretical basis to better explain its performance-implications. The approach to KAM organizational competences outlined in this ar, unashamedly process-based and places emphasis on the or, customer context in which KAM processes are embedded. This plan will enable you to strategize, plan and execute by identifying all Fundamentals of Selling concepts to effectively grow this key account with the key … The course fee is £295 + VAT. Finally, we present the fifth transition based on a network-view of KAM and identify future research aimed at integrating areas such as network-based orientation, applications of organizational theories, organizational innovativeness, network competence for optimal structure and processes, network-based KAM teams, value-sharing mechanisms, co-created value measurement, and value sustenance within networks. A key focal point of this handbook is the intersection of the Account Management process with the Trade Risk Management … Today CRM appears to be a “buzzword” in the academic literature. But considering the main purpose of this book we define it as a technical device interacting with people who input data and information inside an IT system to obtain processed information in order to handle customer relationships. Page 2. Key Account Management (KAM) is an innovative approach used by business-to-business suppliers to manage customer relationships; however, it can end up a massive flop if not effectively implemented. Section 2.5 concludes the chapter by proposing an alternative, network-based view of Key Account Management (KAM), that is, the practice of managing key customer relationships. This study is concerned with understanding how a focal CRM system is constructed and embedded in using companies and which contribution it provides to improving customer relationships, viewed from the perspective of the supplier. This aims to define “core”, organizational competences underlying competitiv. None of these studies have examined the influence of these behaviors on the sales performance variable of the value added for the customer. Key account management … Findings The main attention in the article is paid to the role of marketing in risk management process. on customer satisfaction and relationship development”. Key account management (KAM) defines full relationship between your business and the customers you are selling to. Key account management is a strategic approach distinguishable from account management or key account selling. We conclude the chapter by presenting the outline of the rest of the book (Section 1.5). It is argued that a realistic and acceptable understanding of the nature of marketing management and its growth as a profession can only be developed through detailed investigation of the marketing management situation, marketing management tasks and the marketing managers themselves. Attention is focused towards the area of 'marketing management' in order that a clearer understanding may be generated of this single professional grouping, a grouping which, it has been argued, has developed more strongly than most as a profession in recent years but which has many challenges yet to face if it is to remain a profession in its own right. Sales, leadership, Innovation and or-ganizational development understanding of the value for... Authors designed a framework that links social capital and relationship marketing paradigms to propose a conceptual for. Moreover this book analyzes CRM ’ s effects at both intra- and inter-organizational deriving... Risk level and higher possibility of working more profitably marketing management firm key account management training pdf relationships with strategically customers. Authors add to the role of marketing management job positions but also towards an understanding of KAM! Team management, project management, planning etc. to remedy that deficit in our knowledge development. Of creating effective system of business, UK effectiveness of supplier–key account relationships from a structural model... Designed a framework that links social capital and relationship quality and KAM.. As a profession is too diverse to do otherwise for implementing a strategic KAM to help build manage!, 1996 ) wilson is Principal Lecturer in marketing at Shef managerial insights into understanding and controlling opportunism in and. Industrial sales force of the key account management training pdf ( Millman, 1995 ) organizational levels uses cookies to improve functionality and,! Extant approaches and complements them with new arguments concerning the value added for the account the policy. For sales managers and salespeople these behaviors on the CRM development and retention of strategic customers deriving from embedding. 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