Coverart for item
The Resource Managing B2B customers you can't afford to lose : how to create joint value with your strategic accounts, Peter Browne, Gary Peacock ; editors, Jill Thain, Michael Hutton

Managing B2B customers you can't afford to lose : how to create joint value with your strategic accounts, Peter Browne, Gary Peacock ; editors, Jill Thain, Michael Hutton

Label
Managing B2B customers you can't afford to lose : how to create joint value with your strategic accounts
Title
Managing B2B customers you can't afford to lose
Title remainder
how to create joint value with your strategic accounts
Statement of responsibility
Peter Browne, Gary Peacock ; editors, Jill Thain, Michael Hutton
Creator
Contributor
Author
Editor
Subject
Language
eng
Summary
From our experience the Top 10 to 20 accounts of any B2B organisation typically represent 60-80% of revenue and profit. We have seen cases as high as 95%. The consequences of losing one of these customers are dramatic, and in today's business environment it is almost impossible to replace these customers; your competitors will protect them at all cost
http://library.link/vocab/creatorName
Browne, Peter
Dewey number
658.8
Index
no index present
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorName
  • Peacock, Gary
  • Thain, Jill
  • Hutton, Michael
http://library.link/vocab/subjectName
  • Marketing
  • Selling
  • Strategic planning
  • Sales management
  • Customer relations
Label
Managing B2B customers you can't afford to lose : how to create joint value with your strategic accounts, Peter Browne, Gary Peacock ; editors, Jill Thain, Michael Hutton
Instantiates
Publication
Bibliography note
Includes bibliographical references (pages 217-220)
Carrier category
volume
Content category
text
Contents
  • Acknowledgements -- Foreword -- If you only have 3.2 minutes to spare -- Introduction -- Why does your business need SAM (Strategic Account Management)? -- What is SAM? -- Section A - Why bother managing accounts strategically? -- Chapter 1 Why manage accounts strategically? -- Symptoms of change -- Drivers of change -- Barriers to change -- Benefits of change -- Rapid Recall - Why manage accounts strategically? -- Questions to challenge you -- Case study - Cisco -- Section B - What are the operational foundations of Strategic Account Management? -- Chapter 2 Treating strategic accounts differently -- Challenge your traditional segmentation models -- How do you select strategic accounts? -- Segmenting - Are transactional accounts bad? -- Rapid Recall - Treating strategic accounts differently -- Where to next? -- Questions to challenge you -- Chapter 3 Implementing Strategic Account Management (SAM) -- The Account Plan -- Your Action Plan -- Competitors and influencers in account planning -- Two other important points -- Rapid Recall - Implementing Strategic Account Management (SAM) -- Where to next? -- Questions to challenge you -- Chapter 4. Implementing SAM - practical tips and common mistakes -- Implementation hurdles and risks -- Managing organisational change -- Managing organisational structure -- Managing people -- Managing processes -- Managing rewards and incentives -- Rapid Recall - Implementing SAM - practical tips and common mistakes -- Where to next? -- Questions to challenge you -- Case study - PharmaCo -- Chapter 5 Understanding the role of the account manager -- Account manager competencies and personality traits -- Questions to consider about the role of the account manager -- Account managers need to think like a CEO -- Rapid Recall - Understanding the role of the account manager -- Where to next? -- Questions to challenge you -- Chapter 6 Monitoring strategic account relationships --
  • Chapter 10 Understanding procurement is not always the enemy -- Procurement - should you avoid them? -- Procurement hates -- Procurement is more sophisticated -- Procurement today - What else has changed? -- What this means for you -- Summary - Understanding procurement is not always the enemy -- Rapid Recall - Understanding procurement is not always the enemy -- Where to next? -- Questions to challenge you -- Case study - SKF Group -- Rapid Recall - Case study-SKF Group -- Questions to challenge you -- Section E - What difference will SAM make to your results? -- Chapter 11 What should you do now? -- Do you have a problem? -- Is your market changing? -- Further Information -- In Conclusion -- Case study - Varian Medical Systems Australasia -- Online resources -- Bibliography -- About the authors
  • Introduction -- How can you monitor strategic relationships? -- Other benefits of including more than just sales people in account reviews -- Rapid Recall - Monitoring strategic account relationships -- Where to next? -- Questions to challenge you -- Section C - What are the strategic foundations of SAM? -- Chapter 7 Improving your customers' business results -- Total Value Proposition - Added Value + Strategic Value -- The power of creating joint value through true partnerships -- Rapid Recall - Improving your customers' business results -- Where to next? -- Questions to challenge you -- Chapter 8 Influencing organisations - use buying styles -- Influencing organisations - influence people differently -- How to identify a buying style -- Influencing an engineering organisation to buy a new drawing software -- Influencing a hospital to buy a new drug to prevent blood clotting -- How to influence a buying style -- The decision maker fallacy -- A consulting tip -- Applying buying styles to your strategic customers -- Rapid Recall - Influencing organisations - use buying Styles -- Where to next? -- Questions to challenge you .. -- Case study - MediCo -- Chapter 9 Creating value - solve your strategic accounts' impossible problems -- Introduction -- The pace of change produces problems for your strategic accounts -- For my strategic accounts - How do I discover what are their impossible problems? -- The Impossible Problem Innovation ModelÊ -- Step one - Identify impossible problems -- Step two - Select an impossible problem -- Step three - Innovate- generate ideas -- Step four - Choose the breakthrough actions -- Step five - Implement breakthrough actions to produce breakthrough results -- Rapid Recall - Creating value - solve your strategic accounts' impossible problems -- Where to next? -- Questions to challenge you -- SectionD - What can you do about Procurement? --
Control code
000052737155
Dimensions
25 cm.
Extent
x, 221 pages
Isbn
9780957918931
Isbn Type
:
Label
Managing B2B customers you can't afford to lose : how to create joint value with your strategic accounts, Peter Browne, Gary Peacock ; editors, Jill Thain, Michael Hutton
Publication
Bibliography note
Includes bibliographical references (pages 217-220)
Carrier category
volume
Content category
text
Contents
  • Acknowledgements -- Foreword -- If you only have 3.2 minutes to spare -- Introduction -- Why does your business need SAM (Strategic Account Management)? -- What is SAM? -- Section A - Why bother managing accounts strategically? -- Chapter 1 Why manage accounts strategically? -- Symptoms of change -- Drivers of change -- Barriers to change -- Benefits of change -- Rapid Recall - Why manage accounts strategically? -- Questions to challenge you -- Case study - Cisco -- Section B - What are the operational foundations of Strategic Account Management? -- Chapter 2 Treating strategic accounts differently -- Challenge your traditional segmentation models -- How do you select strategic accounts? -- Segmenting - Are transactional accounts bad? -- Rapid Recall - Treating strategic accounts differently -- Where to next? -- Questions to challenge you -- Chapter 3 Implementing Strategic Account Management (SAM) -- The Account Plan -- Your Action Plan -- Competitors and influencers in account planning -- Two other important points -- Rapid Recall - Implementing Strategic Account Management (SAM) -- Where to next? -- Questions to challenge you -- Chapter 4. Implementing SAM - practical tips and common mistakes -- Implementation hurdles and risks -- Managing organisational change -- Managing organisational structure -- Managing people -- Managing processes -- Managing rewards and incentives -- Rapid Recall - Implementing SAM - practical tips and common mistakes -- Where to next? -- Questions to challenge you -- Case study - PharmaCo -- Chapter 5 Understanding the role of the account manager -- Account manager competencies and personality traits -- Questions to consider about the role of the account manager -- Account managers need to think like a CEO -- Rapid Recall - Understanding the role of the account manager -- Where to next? -- Questions to challenge you -- Chapter 6 Monitoring strategic account relationships --
  • Chapter 10 Understanding procurement is not always the enemy -- Procurement - should you avoid them? -- Procurement hates -- Procurement is more sophisticated -- Procurement today - What else has changed? -- What this means for you -- Summary - Understanding procurement is not always the enemy -- Rapid Recall - Understanding procurement is not always the enemy -- Where to next? -- Questions to challenge you -- Case study - SKF Group -- Rapid Recall - Case study-SKF Group -- Questions to challenge you -- Section E - What difference will SAM make to your results? -- Chapter 11 What should you do now? -- Do you have a problem? -- Is your market changing? -- Further Information -- In Conclusion -- Case study - Varian Medical Systems Australasia -- Online resources -- Bibliography -- About the authors
  • Introduction -- How can you monitor strategic relationships? -- Other benefits of including more than just sales people in account reviews -- Rapid Recall - Monitoring strategic account relationships -- Where to next? -- Questions to challenge you -- Section C - What are the strategic foundations of SAM? -- Chapter 7 Improving your customers' business results -- Total Value Proposition - Added Value + Strategic Value -- The power of creating joint value through true partnerships -- Rapid Recall - Improving your customers' business results -- Where to next? -- Questions to challenge you -- Chapter 8 Influencing organisations - use buying styles -- Influencing organisations - influence people differently -- How to identify a buying style -- Influencing an engineering organisation to buy a new drawing software -- Influencing a hospital to buy a new drug to prevent blood clotting -- How to influence a buying style -- The decision maker fallacy -- A consulting tip -- Applying buying styles to your strategic customers -- Rapid Recall - Influencing organisations - use buying Styles -- Where to next? -- Questions to challenge you .. -- Case study - MediCo -- Chapter 9 Creating value - solve your strategic accounts' impossible problems -- Introduction -- The pace of change produces problems for your strategic accounts -- For my strategic accounts - How do I discover what are their impossible problems? -- The Impossible Problem Innovation ModelÊ -- Step one - Identify impossible problems -- Step two - Select an impossible problem -- Step three - Innovate- generate ideas -- Step four - Choose the breakthrough actions -- Step five - Implement breakthrough actions to produce breakthrough results -- Rapid Recall - Creating value - solve your strategic accounts' impossible problems -- Where to next? -- Questions to challenge you -- SectionD - What can you do about Procurement? --
Control code
000052737155
Dimensions
25 cm.
Extent
x, 221 pages
Isbn
9780957918931
Isbn Type
:

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