The Seven Keys to Managing Strategic Accounts
Market-proven strategies to generate competitive advantage by identifying and always taking care of your best customers. The Seven Keys to Managing Strategic Accounts provides decision makers with a proactive program for profitably managing their largest, most critical customers—their strategic accounts. Drawing on the expertise of S4 Consulting, Inc. Placing its total focus on the design and implementation of cost-effective strategic account management programs, this hands on book provides:.
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Business Nonfiction. Publisher: McGraw-Hill Education. Kindle Book Release date: April 8, Availability can change throughout the month based on the library's budget. You can still place a hold on the title, and your hold will be automatically filled as soon as the title is available again. The OverDrive Read format of this ebook has professional narration that plays while you read in your browser. Learn more here.
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You've reached the maximum number of titles you can currently recommend for purchase. Your session has expired. In stock online. Not available in stores. Market-proven strategies to generate competitive advantage by identifying and always taking care of your best customers.
The Seven Keys to Managing Strategic Accounts provides decision makers with a proactive program for profitably managing their largest, most critical customers--their strategic accounts. Drawing on the expertise of S4 Consulting, Inc.
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Placing its total focus on the design and implementation of cost-effective strategic account management programs, this hands on book provides:. The following ISBNs are associated with this title:. Our primary interest is in what these firms do with their crucial customers. Key account selling approaches tend to be initiated by sales, they tend to work on a shorter planning horizon, to measure success primarily on incremental, perhaps quarter-to-quarter, revenue, and they tend to sell mostly existing products to a small number of people within a large number of accounts.
https://bidgoldkazusjawd.ga In many cases, these programs require a great deal of internal selling because sales, while usually not customizing offerings, may come up with creative discount, financing, delivery, or service options. Their creativity puts pressure on other departments to do things differently for large customers.
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This pressure can leave those other functional departments seeing key accounts as key irritations. We know a manufacturer whose sales group decided to develop a key account selling approach.
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The firm kicked off the program by announcing to its 15 largest customers how great the new effort would be, and started coming up with innovative ways to serve those customers. But after they made creative commitments to the customers, internal functions continually blocked their way.
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Those departments saw no particular reason to do things differently. Sales spent so much time marketing internally that one sales representative joked that he needed to carry cushions around for his knees because he was begging so much. The results were not as humorous when the supplier's responsiveness and reliability—as well as account satisfaction numbers—declined markedly.
At the end of the year, the key accounts program was serving only a few of the original customers— and those were not being served very effectively.
When the manufacturer tried to determine how to improve the situation, those in manufacturing said, "You have to understand: sales' dream deal is our worst nightmare. The sales team must realize that departments may have solid reasons for resisting a sales mandate—even if the initiative proposed would generate significant short- term revenue.