Selling to Major Accounts: Tools, Techniques, and Practical Solutions for the Sales Manager

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American Management Assoc., 1999 - 322 頁
In most businesses, 80% of the revenue comes from 20% of the customers. Management of these key accounts demands discipline, direction, and purpose. Account managers and salespeople must be able to identify and capture key opportunities and use a systematic approach to growing the accounts. Here's where they'll fired the powerful tools, processes, and techniques to succeed. -- Provided by publisher.

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What Is Strategic Account Management?
3
Strategic Account Management as an Approach to Selling
4
Strategic Account Management as Investment Management
7
The Roles and Responsibilities of Strategic Account Managers
9
Executive Sponsor
10
Sales Manager
11
The Four Types of Customer Relationships
13
Vendor
14
Defense
131
Suspension
132
Identifying and Prioritizing Your SWOTs
133
Your Strengths
134
Your Weaknesses
136
Prioritizing Your SWOT Analysis
137
Strengths
138
Developing Account Strategy
139

Preferred Supplier
15
Strategic Ally
16
Summary of Part I
17
The Foundations of Strategic Account Management
19
The Management in Strategic Account Management
21
Strategic Account Management as an Instrument of Corporate Strategy
27
The Strategic Planning Process
28
Redefining the Business MissionThe Forces of Inertia
30
Redefining the Business MissionThe Forces of Change
31
Environmental Assessment
32
Internal Assessment
33
Changes in Existing Business
35
Developing and Executing Business Strategy
36
Strategic Account Management as a Competitive Strategy
38
Identifying Strategic Accounts
43
Normal Accounts
44
Prospects
45
Classifying Customers
46
Potential
50
Position
51
Handling Complex Accounts
57
Building Account Teams
61
Supporting the Account Manager
64
Summary of Part II
67
Account Planning
69
The Account Planning Process
71
Annual Account Plan Revision
72
The Logic of the Account Plan
75
Gathering Information
77
Level 1 Public Information
79
Level 2 Deep Public Information
80
Level 3 Private Information
81
Level 4 Deep Private Information
82
Turning Information Into Intelligence
83
Analyzing Your Customer
85
Your Customers Structure and Management
91
Your Customers Key People
92
Personal Profiles of Key People
96
Your Customers Buying Process
98
Your Customers Performance
99
The Customers Need for Your Products
100
The Implications of Customer Intelligence
101
Analyzing Your Competitors
107
Gathering Competitor Intelligence
108
Current Relationship and Business Activities
109
Capabilities and Resources
110
The Four Pillars of Position
111
The Pillar of Strategy
113
Cracks in the FoundationCompetitor Vulnerabilities
115
Toppling the Pillar of Support
117
Analyzing Your Position
119
Building a History of Your Relationship
121
Analyzing Your Position
123
Competitive Strategies
124
Strengths and Weaknesses
125
Penetration
127
Consolidation
128
Growth
129
Harvest
130
Developing a Vision
141
Setting Account Objectives
142
Fundamental Strategy
143
SMART Objectives
147
Creating Action Plans
149
Revenue Action Plans
152
Summary of Part III
154
Implementing the Account Plan
157
Building Internal Support
161
Syndicating Your Account Plan
162
Gaining Internal Alignment
163
Overcoming Resistance
166
Finding an Executive Sponsor
167
Creating a Virtual Account Team
169
Managing Relationships
175
Building NeedsSatisfaction Trust
176
Building Personal Trust
177
Sustaining Personal Relationships
183
Building Institutional Trust
184
Sustaining Institutional Relationships
189
Building a Zippered Net
190
Managing Information
199
Developing the Customers Information Base
205
Managing Noise and Uncertainty
209
Developing Your Own Information Base
213
Using an Information Plan
216
Analyzing and Interpreting Information
217
Maintaining and Distributing Information
218
Managing Customer Delight
221
Executing Work and Resolving Problems
222
Stapling Yourself to the Order
223
Resolving Problems Through SWAT Teams
224
Assessing the Relationship and Measuring Delight
226
Guarding Against Complacency
231
Anticipating Change
234
Managing Momentum
237
PrecyclingPositioning for Your Customers Demand Cycles
238
PrecyclingThe Macro Factors That Impact Demand
239
PrecyclingRecognizing Demand Fluctuations
241
PrecyclingAnticipating Demand Fluctuations
242
PrespondingPositioning for Shifts in Momentum
244
PrevolvingPositioning for Market Trends and Innovation
250
Managing Opportunities
253
Assessing Opportunities
254
Making the Pursuit Decision
259
Determining Opportunity Value
260
Analyzing the Customers Key Issues
265
Analyzing the Customers Decision Makers
267
Applying Selection Criteria
269
Go Indicators
270
Developing Opportunity Strategy
271
Crafting Your Themes
276
Managing the Pursuit
279
Summary of Part IV
280
The Future of Strategic Account Management
283
Sample Strategic Account Plan
289
Index
319
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Selling to Major Accounts: Tools, Techniques, and Practical Solutions for ...
Terry R. Bacon
本書不提供預覽 - 1999
Selling to Major Accounts: Tools, Techniques, and Practical Solutions for ...
Terry R. Bacon
本書不提供預覽 - 1999

常見字詞

account manager's account objectives account plan account strategy account team achieve action plans analysis analyze assessment biased build buyers buying decisions buying unit changes company's competitive Competitor Intelligence competitors cost create customer delight customer organization customer relationships customer share customer's key customer's needs customer's organization cycle decision makers deep private demand develop differentiation ensure executive sponsor Figure Fluor Daniel global goals identify impact important industry intermodal investment key account key customers managing the account meet operations opportunity percent PERU portunities position potential precycling preferred supplier problems products or services profit programs Ray Hogan regions responsible revenue Rogaine sales manager salespeople selling senior executives solution strategic account management strategic planning strengths strong switching costs SWOT SWOT analysis Theodore Levitt tion tomer virtual team vision weaknesses Wellington

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書目資訊

書名Selling to Major Accounts: Tools, Techniques, and Practical Solutions for the Sales Manager
Online access: EBSCO Business Source Complete
作者Terry R. Bacon
出版者American Management Assoc., 1999
ISBN081442435X, 9780814424353
頁數322 頁
  
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