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| Preface | |
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| Why This Book? | |
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| What Qualifies Us to Address This Topic? | |
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| Who Will Benefit from Reading This Book? | |
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| What Is a Strategic Account? | |
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| S4 Consulting Acknowledgments | |
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| Miller Heiman Inc. Acknowledgments | |
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| For the Reader Thinking, "I Can't Read the Whole Book. Which Chapters Would Help Me Most?" | |
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| Introduction: What Is Strategic Account Management? | |
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| What Is Strategic Account Management? | |
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| How Does Strategic Account Management Differ From Key Account Selling? | |
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| Key Account Selling Programs and Strategic Account Management Programs: A Comparison | |
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| Reynolds & Reynolds--Southeast Toyota: An Example of Alignment | |
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| The Benefits to Southeast Toyota | |
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| The Benefits to Reynolds & Reynolds | |
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| The Future of the Reynolds & Reynolds SET Relationship | |
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| Getting Everyone Headed in Roughly the Same Direction: What Didn't Work | |
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| Key 1: Define Strategic Account Management as a Business Rather Than a Sales Initiative | |
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| Create Cross-Functional Executive Leadership | |
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| Understand and Align Around Accounts' Business Challenges | |
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| Start Strategic Account Management Programs as Business Initiatives: Honeywell Industrial Automation and Control Solutions | |
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| The Minnesota Power Story | |
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| Drivers for Minnesota Power's Strategic Account Realignment | |
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| What Key Players Did to Strategically Realign Minnesota Power | |
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| Initial Successes in Minnesota Power's Strategic Realignment | |
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| Minnesota Power Realigns Around Critical Customers | |
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| Why Minnesota Power Succeeded at Strategic Realignment | |
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| Define Strategic Account Management as a Business Rather Than a Sales Initiative | |
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| Key 2: Create Firm Alignment and Commitment to Meet Strategic Accounts' Needs and Expectations | |
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| What Is Organizational Alignment?--Three Critical Elements | |
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| What Are the Benefits of Alignment? | |
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| What Makes Alignment So Difficult? | |
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| How Can a Firm Create Organizational Alignment? | |
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| How Account Aligned Is Your Firm? | |
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| Knauf Fiberglass Case--Video Focus Groups and Employee SWAT Teams | |
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| Marriott International's Alliance Account Directors and Their "Volunteer Army" | |
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| Create Firm Alignment | |
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| Key 3: Start with the Right Number of the Right Strategic Accounts | |
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| Ways to Examine Strategic Accounts | |
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| How to Conduct a High-Level Portfolio Analysis: The Six-Question Meeting | |
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| The GfK Custom Research Inc. Story: How One Firm Cut 66 Percent of Its Customers, Doubled Its Revenues, Tripled Its Margins, and Won the Baldrige Award | |
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| Using Strategic Account Selection Criteria | |
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| Start with the Right Number of the Right Strategic Accounts | |
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| Tactical Issues in Strategic Account Management ... Ironbolt Steel and Executive Visits: What Didn't Work | |
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| Key 4: Create Human Resources Support for Strategic Account Managers | |
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| How Do We Select Strategic Account Managers? | |
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| The H. R. Chally Strategic Account Manager Competency Model | |
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| The S4 Consulting Strategic Account Manager Competency Model Categories | |
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| How Do We Develop Strategic Account Managers? | |
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| Strategic Account Manager Training: The Motorola LMPS Story | |
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| How Do We Assign Strategic Account Managers? | |
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| How Do We Pay Strategic Account Managers? | |
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| The IBM Global Story | |
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| Create Human Resources Support for Strategic Account Managers | |
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| Key 5: Create Firmwide Relationships at Multiple Levels of Relationships between the Firm and Its Most Critical Accounts | |
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| Relationship Map Checklist | |
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| The Strategic Account Loss Cycle | |
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| Preventing the Strategic Account Loss Cycle | |
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| The U.S. West/Dayton Hudson Story | |
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| The 3M/IBM Storage Story | |
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| Create Firmwide Relationships | |
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| Key 6: Regularly Quantify and Communicate the Value Received from and Delivered to Strategic Accounts | |
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| Quantify the Value Strategic Accounts Provide | |
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| Boise Office Solutions | |
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| Quantify the Value Delivered to Strategic Accounts | |
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| The Holland Hitch story | |
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| The National Office Supplies Story | |
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| Regularly Quantify and Communicate the Value Received from and Delivered to Strategic Accounts | |
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| Key 7: Use Technology Judiciously | |
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| A High-Level Overview of CRM Systems Challenges | |
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| Seven Steps to Successful Systems Implementation for Strategic Account Management Programs | |
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| The UPS Story: The Development of the LINK System | |
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| Use Technology Judiciously | |
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| From Analysis to Action ... Ticonderoga Chemical and Strategic Account Management: The Payoff | |
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| Conclusion: From Analysis to Action: Moving the Game Forward | |
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| Benefit Number One: Strategic Account Management's Sustainable Competitive Advantage | |
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| Benefit Number Two: Strategic Account Management's Greater Account Loyalty | |
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| Benefit Number Three: Strategic Account Management's Greater Account Profitability | |
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| The Marriott-Deloitte & Touche Story | |
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| The Value Delivered to Deloitte & Touche | |
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| The Value Delivered to Marriott International | |
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| A Game Plan for Moving Forward | |
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| The Getting-Started Actions | |
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| Results | |
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| References | |
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| Index | |