MARC Record from marc_nuls

LEADER: 06237cam 2200325 a 4500
001 9920200500001661
005 20150423124857.0
008 010702s2001 enka 001 0 eng
015 $aGBA1-Y7626
020 $a074943595X
035 $a(CSdNU)u99608-01national_inst
035 $a(OCoLC)46513179
035 $a(Sirsi) 01-AAM-5207
040 $aUKM$cUKM$dOCLCQ$dOrPss
090 $aHF 5438.8 K48$bC448 2001
100 1 $aCheverton, Peter.
245 10 $aKey account management :$ba complete action kit of tools & techniques for achieving profitable key supplier status /$cPeter Cheverton.
250 $a2nd ed.
260 $aLondon :$bKogan Page,$c2001.
300 $axii, 340 p. :$bill. ;$c25 cm.
500 $aPrevious ed.: 1999.
504 $aIncludes bibliographical references and index.
505 0 $aAnd it was all going so very well... -- Defining Key Account Management -- What is a key account? -- So, what is the right answer? -- The key account 'investment' -- Why key 'account'? A justification -- Managing the future -- The importance of balance -- Guessing the future--certainty or drift? -- How fast do we expect the future to arrive? -- What KAM is not -- Assessing the opportunity -- PESTLE analysis -- Porter's analysis -- A secure future through competitive advantage? -- Understanding the market chain and where you sit -- The 'opportunity snail' -- Long-term competitive advantage? -- Key account management--its purpose -- Sales and business objectives -- Sanity checks -- Implications of KAM -- So, what will KAM 'feel' like? -- Good practice? -- Is there a KAM process? -- Developing the relationship -- The milk round -- The hunter -- The farmer -- From hunter to farmer -- The key account relationship development model -- Some pros and cons of each stage -- Some things to watch out for -- Avoiding frustration -- An update to the KAM process -- The good, the bad, the sad and the ugly -- The bad story -- The sad story -- The ugly story -- The good story -- KAM profitability -- The tale of the National Health Service -- Will KAM be profitable? -- The Customer's Perspective -- Purchasing professionals -- Hold on a minute, why should they let you in? -- The purchasing 'revolution' -- Supply chain management -- Supply side management -- Spend intelligence -- Purchasing strategy -- Supplier positioning--becoming a key supplier -- Supplier positioning models -- The risk/significance/spend model -- What relationships, what activities? -- So, who's the key supplier? -- Is there any escape for suppliers? -- Measuring value -- Weakness of the spend model -- Measuring value -- The risk/significance/value model -- Open book trading -- Measuring trust -- The risk/significance/trust model -- Supply base optimization -- Reducing supplier numbers -- Developing suppliers' capabilities -- Culture and values--becoming a strategic supplier -- What are they up against? -- Business strategy -- What to sell and where? The Ansoff matrix and risk -- What to sell and where? The Product Life Cycle -- Why will people buy? Porter and competitive advantage -- What makes your business hum? Treacy and Weirsema's business value drivers -- The cultural match -- Preparing for Key Account Management -- What will it take? Goals and obstacles -- Goals -- Obstacles -- What will it take? Skills -- Man or Superman? -- The team's skills and abilities -- Attitudes and behaviours -- What will it take? Systems and processes -- Information systems -- Operational systems and processes -- Performance measurement systems -- Communication systems -- Knowledge management -- What will it take? Organization and resources -- Organization -- Human resources -- What will it take? Making it happen -- Alignment and managing the change -- The change equation -- Critical success factors (CSFs) -- Identifying Key Accounts -- Segmentation -- The problem for support functions in an unsegmented business -- What is segmentation? -- Methods for segmentation -- Market mapping -- Who buys what, how, when and where? -- Making the cut -- Segmentation and KAM identification -- Benefits of segmentation for KAM -- A new type of marketing plan? KAM and relationship marketing -- Identifying your key accounts -- An identification and selection process -- Is all this really necessary? -- The perfect investment portfolio? -- The selection factors and the selection process -- The selection process -- How much effort and how much detail? -- Key accounts and multiple business unit suppliers -- Entry Strategies -- The customer's decision-making process -- Entry strategy -- The buying decision process -- Selling to the organization--the DMU -- DMU--the decision-making unit -- Interests and influences--entry strategies -- The buyer's role -- Other interests and influences -- Levels of sensiority -- Entry strategies -- The contact matrix -- Contacts over time -- Avecia--a live application -- Meeting the Customer's Needs -- Meeting the business needs--beyond benefits -- Where are you with your customers? -- The customer's total business experience -- Positive impact analysis (PIA) -- The value chain -- Some hints on using positive impact analysis -- Key account management and the e-revolution -- Steps towards the revolution -- E-commerce and supplier positioning -- Some more terms... -- Getting into e-commerce... -- E-commerce, threat or solution? -- Making the proposal -- Open to change? -- Proposal analysis -- Selling to the individual -- Logic or emotion? -- Ensuring rapport -- Keeping on Track -- Getting there--timetables and performance -- Timetables for implementation -- Training development tracks -- Regular health checks -- Writing the key account plan -- The plan's purpose -- A key account template? -- Some 'must haves' -- A sample running order.
525 $aIncludes CD-ROM.
590 $aACCOMPANYING CD-ROM IN MULTIMEDIA COLLECTION AT CIRCULATION DESK
650 0 $aSelling$xKey accounts.
650 0 $aMarketing$xKey accounts.
948 $a01/02/2002$b01/02/2002
999 $aHF 5438.8 K48 C448 2001$wLC$c1$i31786101656202$d3/23/2004$f3/23/2004 $g1$lCIRCSTACKS$mNULS$rY$sY$tBOOK$u1/2/2002
999 $aHF 5438.8 K48 C448 2001$wLC$c2$i31786101548235$lMULTIMEDIA$mNULS$rY $sY$tCD-ROM$u1/2/2002