Provocare de la librarul tău personal, ziua #5
Vă propunem și vă punem la dispoziție câte un capitol în fiecare zi din cărți noi și bestsellers și vă provocăm să-l citiți pe fiecare. Cărțile sunt pe zona profesională și pasiuni și sunt în limba engleză.
Dacă nu ați citit capitolul ziua din anterioară, iată-l Ambition: Why It′s Good to Want More and How to Get It
The crucial role of key account management Fast track
For over 15 years, the authors have been researching global best practice in the domain of account management, sponsored by many of the world’s leading companies.
The following topics in particular have been the focus of our research:
Key account selection: Only a few selected customers can be included in the key account programme. Classification of key accounts: Derogatory labels like A, B, C, or gold, silver, bronze should be avoided at all cost.
Key account profitability: The power of customers and their increased purchasing power has led to greater demands on the services of their suppliers. Unfortunately, many traditional accounting systems are incapable of accurately capturing all of the associated costs of dealing with major customers. Consequently, many suppliers are acting in ignorance of which customers make or lose them money.
Key account needs analysis: A deep understanding of the customer’s business is essential to success.
Strategic planning for key accounts: Just as a three- to five-year strategy is essential for any business, so
strategic plans for selected customers, signed off by the customers themselves, are also critical to success.
Roles and skills of key account managers: Selling and negotiation skills are no longer sufficient on their own. Other issues: Information technology, organization structure and internal marketing all contribute to creating successful key account programmes.
The challenges that all organizations face today are: Market maturity: In most sectors, mature markets have transferred power from suppliers to customers, as suppliers compete for a share of a decreasing number of customers.
Globalization: Market maturity has led to an increasing number of industries in which only a handful of truly global companies dominate the landscape. Hence, any supplier who cannot offer a seamless service in every part of the world where the customer operates will not win the business.
Customer power: With their new-found power, customers are increasingly looking to selected suppliers to give them competitive advantage by product and process development. All these developments mean that suppliers have to be much more stringent in their key account selection criteria. They must allocate their scarce resources intelligently across their customer base, taking account of the risks associated with different kinds of customers in order to build continuous shareholder value added.
“Îți aducem orice carte din lume pentru profesia și pasiunile tale.”