Key Account Management and Planning

Informationen zum Autor Noel Capon is R. C. Kopf Professor of InternationalMarketing and past Chair of the Marketing Division,Graduate School of Business, Columbia University.Educated primarily in Great Britain, Professor Caponearned B.Sc., Ph.D. degrees in Chemistry from UniversityCollege, London University. He also received degrees inBusiness Administration from Manchester (Dip. BA),Harvard (MBA), Columbia Business Schools (Ph.D.).Professor Capon joined the Columbia Business School faculty in 1979.Previously he served on the faculty of and received tenure from the Universityof California - Graduate School of Management, UCLA. He has taught and/or held faculty positions at Harvard Business School; Australia - MonashUniversity; England - Bradford Management Centre, London BusinessSchool, Manchester Business School; France - INSEAD; Hong Kong -Hong Kong University of Science and Technology (HKUST); China - ChinaEuropean International Business School (CEIBS - Shanghai); India - IndianSchool of Business (ISB - Hyderabad); Mexico - TEC Monterrey.Professor Capon has published more than 60 refereed articles and bookchapters and is editor for sections on Marketing, and Sales Management andDistribution, in the AMA Management Handbook (1994). He has publishedmore than 30 books plus three video books.Professor Capon teaches on Columbia's full-time MBA and Executive MBA(EMBA) programs and its partner program with Hong Kong University, LondonBusiness School. He is a pioneer in developing video teaching materials andteaching via the flipped classroom. Professor Capon was Founding Director ofManaging Strategic Accounts and the Global Account Manager Certificationprogram in conjunction with St. Gallen University (Switzerland). He is a directorof the Strategic Account Management Association (SAMA). He foundedthe Advanced Marketing Management Program in conjunction with CEIBS.Professor Capon also designs, directs, and teaches in numerous customprograms for major corporations globally. In 2001, Professor Capon cofoundedThe Chief Sales Executive Forum, offering multiple educational opportunitiesfor sales and account management leaders. Capon is Chair of Wessex Press,Comply First, and the venture capital firm Lunacap Ventures. Klappentext The vastly increased level of competitive intensity faced by corporations and the increased costs of selling have radically changed the nature of the traditional selling process. Key or "strategic" accounts have now become a company's most important asset, in some cases supplying in excess of 80 percent of a firm's revenues. Here, in one powerful volume, key account management expert Noel Capon provides the most comprehensive treatment of key account management and planning yet published. For the first time, Capon introduces his breakthrough four-part "congruence model" of key account management -- a new, thoroughly researched approach to optimally managing your key account portfolio. First, the author shows how to select and conceptualize the key account portfolio; second, how to organize and manage key accounts; third, how to recruit, select, train, retain, and reward key account managers; and fourth, how to formulate and execute strategy and issues of coordination and control. This congruence model serves as a backdrop as Capon takes the reader step-by-step through the vital functions of key account management including identifying key account criteria, considering the threats and opportunities for the key account, and understanding the roles and responsibilities of critical players. Capon backs up his points with extensive research, real-life stories of successes and failures at a variety of companies, and clarifying figures. Special chapters are devoted to partnering with key accounts and in-depth information on global key account management, an increasingly important weapon for staying ahead of the competition.Timely, important, and essential, Key Account Management and Planning is th...

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The vastly increased level of competitive intensity faced by corporations and the increased costs of selling have radically changed the nature of the traditional selling process. Key or "strategic" accounts have now become a company's most important asset, in some cases supplying in excess of 80 percent of a firm's revenues. Here, in one powerful volume, key account management expert Noel Capon provides the most comprehensive treatment of key account management and planning yet published.

For the first time, Capon introduces his breakthrough four-part "congruence model" of key account management -- a new, thoroughly researched approach to optimally managing your key account portfolio. First, the author shows how to select and conceptualize the key account portfolio; second, how to organize and manage key accounts; third, how to recruit, select, train, retain, and reward key account managers; and fourth, how to formulate and execute strategy and issues of coordination and control. This congruence model serves as a backdrop as Capon takes the reader step-by-step through the vital functions of key account management including identifying key account criteria, considering the threats and opportunities for the key account, and understanding the roles and responsibilities of critical players. Capon backs up his points with extensive research, real-life stories of successes and failures at a variety of companies, and clarifying figures. Special chapters are devoted to partnering with key accounts and in-depth information on global key account management, an increasingly important weapon for staying ahead of the competition.

Timely, important, and essential, Key Account Management and Planning is the only reference handbook those with key account responsibilities will ever need.

Échantillon de lecture
Chapter One: The Rationale for Key Account Management

On August 21, 1998, it was announced that telecommunications supplier Ciena would not be receiving an expected $100 million worth of business from key account AT&T. As a direct result of this news, Ciena's stock price plunged 45%, from $56.78 to $31.25. On August 28, a planned merger between Ciena and Tellabs based on a one-for-one stock swap that valued Ciena at $7.3 billion was being renegotiated at $4.7 billion. Shortly afterwards, Ciena announced the loss of a $25 million sale to key account Digital Teleport. On September 14, the merger was abandoned with Ciena's share price at $13.19.

On January 4, 2000, General Motors announced that it was ceasing participation in B2B auctions managed by Freemarkets Inc. Freemarkets' share price dropped from a high of $370 that week to $164, two weeks later.

In August 2000, AT&T's stock price hit a fifty-two-week low. An article in The Wall Street Journal attributed the decline to problems in the Business Services Group, responsible for over half of AT&T's 1999 revenues and profits. Among the causes: lack of service to major customers in part due to severe downsizing and layoffs to meet short-term profit targets.

Securing and retaining customers is increasingly recognized as the fundamental requirement for improving shareholder value, the primary objective for many corporations around the world. All firms develop their own methods of communicating with customers, but typically in business-to-business marketing, an on-the-road sales force is a critical element in this process. However, in recent years significant pressure has been placed upon the traditional sales force system. As powerful forces have raised the perceived importance of sales and customer management, many firms are reevaluating their sales force processes. As a result, the traditional sales force system is fragmenting and many corporations are developing key account management programs as a new way of organizational life.

In this chapter, we discuss traditional communication systems, the pressures facing them, and t…