Strategic/Key Account Management
Our approach to effective strategic/key account management (SAM/KAM)
For almost twenty years Professor McDonald has been researching Key Account Management global best practices at Cranfield University School of Management.
This research club (sponsored by some of the world’s leading companies) has developed some of the most important models in the following Key Account domains: selection; categorization; profitability; needs; planning; organization; IT; measurement of effectiveness.
Professor McDonald and his associates have produced a number of books on the subject.
Buy direct from the publisher or bookseller using the individual ‘Buy online’ links below.
Some of our books on Sales and Strategic/Key Account Management
Buy direct from the publisher or bookseller using the ‘Buy online’ links below.
Key Account Management: The Definitive Guide, 3rd Edition
This book is crammed with distilled, practical wisdom for key account managers and their directors. Organizations claiming to practise key account management should equip everyone involved with a copy, so they really understand what they are supposed to be doing. Anything less is just old-fashioned selling.
Key Account Plans: The Practitioners Guide to Profitable Planning
To manage key accounts profitably you need strategic planning that works. This book is the definitive guide to achieving this based on the unmatched practical and research experience of Ryals and McDonald.
Key Customers: How to Manage Them Profitably
Developing successful business-to-business relationships with more powerful customers in highly competitive markets requires processes and skills that go beyond traditional selling activity. The very best state-of-the-art strategies are set out clearly in this book in a practical way that can be implemented in all organizations.
Malcolm McDonald on Key Account Management
Malcolm McDonald on Key Account Management explores the challenges of winning, retaining and developing key accounts. Key accounts are customers who help their suppliers grow, and consequently, they wield significant power. Although they are the key to market share and revenue growth, the costs of serving key accounts can erode profitability unless they are thoroughly understood and managed.
Malcolm McDonald on Key Account Management takes a step-by-step approach to presenting best practice in key account management. Whether your business is starting up or well-established, there is always more to discover about improving the way value is created between you and your most important customers. Malcolm McDonald and Beth Rogers have spent over twenty years researching, teaching and consulting on key account management, and have condensed their knowledge into this book, focusing on making it clear, concise and easy to use.
Key Account Management: Learning from supplier and customer perspectives
Key account management is a natural development of customer focus and relationship marketing in business-to-business markets. It offers critical benefits and opportunities for profit enhancement to both sides of the seller/buyer dyad. Based on extensive and unique research by Cranfield School of Management, "Key Account Management" presents a new framework for understanding the development of key account relationships. It incorporates a comprehensive guide to the current practice of key account management, and comments on the challenges for the future of key account management practice. The research was based on in-depth interviews with key account managers, their managers and their main contacts in the customer organization. It addresses one of the key new areas in strategic marketing practice. It is ideal for practitioners and students.
Rethinking Sales Management: A Strategic Guide for Practitioners
Until recently, sales managers received no specific training for their jobs. However, selling has become more complex with the emergence of regulations and more sophisticated customers. Sales managers need to inspire and achieve sales results by managing teams of professionals and other resources. To do so, they need guidance on dealing with issues that arise in these broader aspects of their role. This concise guide for sales managers is based on a well-known sales management technique called the ‘customer portfolio matrix’. Beth Rogers weaves her version of this throughout, enabling sales managers to see their strategy from the customer’s point of view. Doing so will allow them to set realistic objectives, design new strategies that add real customer value, avoid wasting time on price-oriented customers and deploy resources for maximum results.