附註:Includes bibliographical references (page 189) and index.
Preface; Why This Book?; What Qualifies Us to Address This Topic?; Who Will Benefit from Reading This Book?; What Is a Strategic Account?; S4 Consulting Acknowledgments; Miller Heiman Inc. Acknowledgments; For the Reader Thinking, "I Can't Read the Whole Book. Which Chapters Would Help Me Most?"; Chapter 1 Introduction: What is Strategic Account Management?; What Is Strategic Account Management?; How Does Strategic Account Management Differ From Key Account Selling?; Key Account Selling Programs and Strategic Account Management Programs: A Comparison.
Reynolds & Reynolds-Southeast Toyota: An Example of AlignmentThe Benefits to Southeast Toyota; The Benefits to Reynolds & Reynolds; The Future of the Reynolds & Reynolds SET Relationship; Part 1 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; Create Cross-Functional Executive Leadership; Understand and Align Around Accounts' Business Challenges; Start Strategic Account Management Programs as Business Initiatives: Honeywell Industrial Automation and Control Solutions.
The Minnesota Power StoryDrivers for Minnesota Power's Strategic Account Realignment; What Key Players Did to Strategically Realign Minnesota Power; Initial Successes in Minnesota Power's Strategic Realignment; Minnesota Power Realigns Around Critical Customers; Why Minnesota Power Succeeded at Strategic Realignment; Define Strategic Account Management as a Business Rather Than a Sales Initiative; Chapter 3 Key 2: Create Firm Alignment and Commitment to Meet Strategic Accounts' Needs and Expectations; What Is Organizational Alignment?-Three Critical Elements.
What Are the Benefits of Alignment?What Makes Alignment So Difficult?; How Can a Firm Create Organizational Alignment?; How Account Aligned Is Your Firm?; Knauf Fiberglass Case-Video Focus Groups and Employee SWAT Teams; Marriott International's Alliance Account Directors and Their "Volunteer Army"; Create Firm Alignment; Chapter 4 Key 3: Start with the Right Number of the Right Strategic Accounts; Ways to Examine Strategic Accounts; How to Conduct a High-Level Portfolio Analysis: The Six-Question Meeting.
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 AwardUsing Strategic Account Selection Criteria; Start with the Right Number of the Right Strategic Accounts; 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; How Do We Select Strategic Account Managers?; The H.R. Chally Strategic Account Manager Competency Model.
摘要:The authors' research has found most business-to-business companies under-invest in their most important customers' relationships. At the same time, they have found that systematically focusing on such relationships can be a powerful source of strategic advantage and -for some accounts, at least - an effective antidote for transactional selling, commoditized pricing, and eroded margins. But in sixteen years of consulting, the authors have seen most organizations fail more often than they succeed in systematically focusing on such relationships - particularly when they are trying to implement strategic account management programs. This book, through compelling case examples gathered from the authors experiences in helping organizations manage their most critical business relationships, will point out the keys in designing and implementing a strategic account management program. The central theme of The Seven Keys to Managing Strategic Accounts is that when firms try to develop a strategic account management program, they tend to make common - and crippling - errors.; The book will present these implementation errors, using disguised case studies of failures, and then will present examples of how other, more successful (and named) firms avoided or overcame these pitfalls. The Seven Keys to Managing Strategic Accounts has four distinguishing characteristics: - A total focus on designing and implementing strategic account management programs. - Twelve punchy chapters focused at executive needs - book will be around 256 pages. - Named case studies of successful strategic account management implementation and disguised cases of SAMP implementation failures. - A competency model for strategic account managers derived from 36 world-class strategic account managers. The book is written as a collaboration between Miller Heiman and S4 Consulting and both companies will be promoting the book extensively through their channels. Miller Heiman will also be using the book in a c
