Key Account Management

Cheverton, who is associated with an international training and consultancy firm in key account management (KAM) implementation, outlines a planning methodology for identifying, obtaining, retaining, and developing key customers. He uses the team-selling strategic view of KAM, illustrating its implementation through his work with clients and examples of good and bad practice. He describes the concept, its tools, and setting rules based on specific business circumstances; why to use it; what it can do for businesses and how far to take it; and the definition of key accounts. He details how to understand the true nature of the customer's market and business value, look beyond the buyers, and manage the customer relationship, including decision mapping and contact strategies, and the ways a supplier might achieve key supplier status, with discussion of supply chain management, centralizing purchasing organization, and managing suppliers. He then discusses strategic supplier status, shared-future analysis, the value proposition, writing key account plans, targeting key accounts, and implementation issues, including leadership and organization, the skills required for key account managers, and the role of information technology. This edition has been revised and updated with new material, has cases in pharmaceuticals and healthcare, and focuses on practical implementation, with key account selection and planning tools on the companion website. Annotation Ac2012 Book News, Inc., Portland, OR (booknews.com)