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Key Account Management

Technomic Inc.
January 1, 2009
SKU: TE2615986

Abstract Table of Contents Related Reports

80 percent of most companies' business comes from 20 percent of their customers. Learn how to nurture the relationships that matter most. Key Account Management kick-starts the key account sales process with an operational framework and implementation tips for the sales and marketing team. The book provides anecdotes, best practices, critical success factors, insight into key account expectations and an actionable plan.

Introduction: Objectives; Methodology; Scope; Industry Overview; Definitions of Different Types of Accounts; Understanding Account Relationships Stages; Consultative Accounts; Transactional Accounts; Outlook; Critical Strategic Issues Impacting Suppliers; Differentiate Key Accounts; Critical Phases in Key Account Management
Chapter I: Determine the Goals for the Program: Identify Strategic Goals; Evaluate the Reasons for Developing a Key Account Approach; Critical Phases in Key Account Management; Know Your Position; The Internal Sell; Explore Business Models; Key Account Business Model; Potential Pitfalls; Evaluate Pros and Cons; Phase One Checklist
Chapter II: Define the Organizational Structure: Traditional Sales Structure; Key Account Management Requires a Different Structure; The Role of Senior Management; Many Roles for the Senior Executive; Major Components of Key Account Management; Other Dedicated Staff; The Go-To-Market Strategy; The Organizational Structure; Phase Two Checklist
Chapter III: Select Your Key Accounts and Provide Support: Develop Criteria for Key Account Status; Major Components of Key Account Management; Prioritize Potential Accounts; Prioritize Potential Accounts; Look Beyond Sales Volume; Pursue Highly Compatible Accounts; Account Prioritization Process; Utilize Quantification to Help Prioritize Accounts; Recognize Differences Among Types of Key Foodservice Accounts; Issues Facing FSMs; Develop Individual Account Plans; Key Account Proposal; Acknowledge Barriers within the Account; Barriers to Key Account Management Success; Benefits Realized by the Accounts; Develop a Plan for Serving Non-Key Accounts; Account Evaluation Should Be Ongoing; Phase Three Checklist
Chapter IV Train Account Team for Successful Management: The Key Account Director; The Key Account Manager; KAM Plays Many Roles; Many Roles for a Key Account Manager; The Relationship with Sales; Conflicting Demands; Key Account Skills Differ from Traditional Supply Approach; KAM Responsibilities; Key Account Planning; External Realities; External Realities of Key Accounts; Know the Procurement Process; Recruiting KAMs; KAM Recruiting; Training; Training Objectives; Operator Expectations; Focus on Retaining KAMs; Phase Four Checklist
Chapter V: Install Proper Compensation and Incentive Systems: Compensation Determinants for Foodservice KAMs; Compensation in Key Account Management; Factor in Roadblocks; Incentives; Utilize Both Long- and Short-Term Incentives; Compensation Structures; Typical Compensation Measures for KAMs; Typical Compensation Levels; Financial Compensation for KAMs; Calculating Bonuses; Review Compensation Plans; Phase Five Checklist
Chapter VI: Utilize Cross-Functional Teams: Operator Expectations; Cross-Functional Teams not Common; Top Cross-Functional Alignment; Benefits of Cross Functional Teaming; Phase Six Checklist
Chapter VII: Develop Goals Jointly with Customer: Importance of Joint Planning; SWOT Analysis; Develop a Mission Statement to Reaffirm Goals; Sample Mission Statements; Prioritize Account Needs; Identify Account’s Needs for Relationship; Operator Expectations; Operators Look to Key Suppliers for Assistance with:; Establishing Supplier’s Goals for Key Account; Team Goals; Individual Goals; Measurement; Phase Seven Checklist
Chapter VIII: Help Key Accounts Grow their Business: Marketing Support; Market/Customer Research; “Value-Added” Services; The Role of Technology; Role of the Internet in Account Management; Barriers to Technology Adoption; Phase Eight Checklist
Chapter IX: Recognize Importance of New Product Development: New Product Development Process; Operator Involvement; Chain Issues; Branding; Foodservice Brand Equity Benefits; Manufacturer Challenges Have Increased Need for Brand Equity; Typical Food Costs; Supplier Involvement; Manufacturer Involvement During New Product Development; (% Chains Indicating Manufacturer Assistance in These Areas); Areas Where Manufacturers Need to Be More Involved; Understand Chain Characteristics; New Products for FSMs; Phase Nine Checklist
Chapter X: Quantify Your Performance: Internal and Customer Needs for Quantification; Operator Expectations for Quantification; Quantification Measures within Foodservice; Steps to Quantify Performance; Scorecarding; Example Of Business Performance Scorecard; Assess Goals and Objectives; Business Reviews; Reevaluate and Refit Goals; Phase Ten Checklist
Chapter XI: Conclusions and Next Steps

Key Account Management

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