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| Preface | |
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| Introduction | |
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| What Is Strategic Account Management? | |
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| Strategic Account Management as an Approach to Selling | |
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| Strategic Account Management as Investment Management | |
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| The Roles and Responsibilities of Strategic Account Managers | |
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| Account Manager or Account Team Leader | |
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| Executive Sponsor | |
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| Sales Manager | |
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| The Four Types of Customer Relationships | |
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| Vendor | |
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| Preferred Supplier | |
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| Partner | |
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| Strategic Ally | |
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| Summary of Part I | |
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| The Foundations of Strategic Account Management | |
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| The Management in Strategic Account Management | |
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| Strategic Account Management as an Instrument of Corporate Strategy | |
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| The Strategic Planning Process | |
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| Redefining the Business Mission--The Forces of Inertia | |
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| Redefining the Business Mission--The Forces of Change | |
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| Environmental Assessment | |
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| Internal Assessment | |
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| Changes in Existing Business | |
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| Developing and Executing Business Strategy | |
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| Strategic Account Management as a Competitive Strategy | |
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| Identifying Strategic Accounts | |
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| Account Classifications | |
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| Strategic Accounts | |
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| Normal Accounts | |
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| Prospects | |
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| Classifying Customers | |
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| Attractiveness | |
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| Potential | |
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| Position | |
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| Handling Complex Accounts | |
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| Building Account Teams | |
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| Identifying the Account Manager | |
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| Supporting the Account Manager | |
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| Summary of Part II | |
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| Account Planning | |
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| The Account Planning Process | |
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| Annual Account Plan Revision | |
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| The Logic of the Account Plan | |
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| Gathering Information | |
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| Levels of Information | |
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| (Public) Information | |
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| (Deep Public) Information | |
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| (Private) Information | |
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| (Deep Private) Information | |
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| Turning Information Into Intelligence | |
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| Analyzing Your Customer | |
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| Your Customer's Industry and Markets | |
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| Your Customer's Strategies and Synergies | |
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| Your Customer's Structure and Management | |
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| Your Customer's Key People | |
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| Personal Profiles of Key People | |
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| Your Customer's Buying Process | |
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| Your Customer's Performance | |
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| The Customer's Need for Your Products | |
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| The Implications of Customer Intelligence | |
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| Doing a Customer SWOT Analysis | |
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| Analyzing Your Competitors | |
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| Gathering Competitor Intelligence | |
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| Current Relationship and Business Activities | |
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| Capabilities and Resources | |
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| Competitive Strategies | |
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| Strengths and Weaknesses | |
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| Customer Perceptions | |
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| The Four Pillars of Position | |
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| The Pillar of Strength | |
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| The Pillar of Strategy | |
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| The Pillar of Staff | |
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| The Pillar of Support | |
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| Cracks in the Foundation--Competitor Vulnerabilities | |
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| Toppling the Pillar of Strength | |
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| Toppling the Pillar of Strategy | |
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| Toppling the Pillar of Staff | |
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| Toppling the Pillar of Support | |
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| Analyzing Your Position | |
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| Building a History of Your Relationship | |
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| Analyzing Your Position | |
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| Your Current Relationship and Business Activities | |
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| Capabilities and Resources | |
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| Competitive Strategies | |
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| Strengths and Weaknesses | |
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| Customer's Perceptions | |
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| The Relationship Life Cycle | |
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| Penetration | |
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| Consolidation | |
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| Growth | |
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| Harvest | |
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| Defense | |
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| Hibernation | |
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| Suspension | |
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| Identifying and Prioritizing Your SWOTs | |
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| Your Strengths | |
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| Your Weaknesses | |
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| Your Opportunities | |
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| Your Threats | |
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| Prioritizing Your SWOT Analysis | |
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| Strengths | |
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| Weaknesses | |
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| Opportunities | |
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| Threats | |
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| Developing Account Strategy | |
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| Developing a Vision | |
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| Setting Account Objectives | |
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| Fundamental Strategy | |
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| SMART Objectives | |
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| Creating Action Plans | |
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| Basic Action Plans | |
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| Relationship Action Plans | |
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| Revenue Action Plans | |
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| Summary of Part III | |
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| Implementing the Account Plan | |
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| Building Internal Support | |
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| Syndicating Your Account Plan | |
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| Gaining Internal Alignment | |
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| Overcoming Resistance | |
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| Finding an Executive Sponsor | |
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| Creating a Virtual Account Team | |
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| Managing Relationships | |
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| Building Needs-Satisfaction Trust | |
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| Building Personal Trust | |
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| Sustaining Personal Relationships | |
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| Building Institutional Trust | |
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| Sustaining Institutional Relationships | |
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| Building a Zippered Net | |
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| Managing Information | |
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| Developing the Customer's Information Base | |
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| Managing Knowledge Building | |
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| Managing Noise and Uncertainty | |
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| Developing Your Own Information Base | |
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| Using an Information Plan | |
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| Analyzing and Interpreting Information | |
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| Maintaining and Distributing Information | |
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| Managing Customer Delight | |
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| Executing Work and Resolving Problems | |
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| Stapling Yourself to the Order | |
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| Setting Joint Expectations and Measuring Results | |
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| Resolving Problems Through SWAT Teams | |
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| Assessing the Relationship and Measuring Delight | |
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| Guarding Against Complacency | |
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| Anticipating Change | |
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| Managing Momentum | |
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| Precycling--Positioning for Your Customer's Demand Cycles | |
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| Precycling--The Micro Factors That Impact Demand | |
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| Precycling--The Macro Factors That Impact Demand | |
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| Precycling--Recognizing Demand Fluctuations | |
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| Precycling--Anticipating Demand Fluctuations | |
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| Presponding--Positioning for Shifts in Momentum | |
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| Prevolving--Positioning for Market Trends and Innovation | |
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| Managing Opportunities | |
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| Assessing Opportunities | |
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| Making the Pursuit Decision | |
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| Determining Opportunity Value | |
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| Definitions | |
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| Process | |
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| Analyzing the Customer's Key Issues | |
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| Analyzing the Customer's Decision Makers | |
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| Applying Selection Criteria | |
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| Go Indicators | |
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| Stop Indicators | |
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| Developing Opportunity Strategy | |
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| Crafting Your Themes | |
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| Managing the Pursuit | |
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| Summary of Part IV | |
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| The Future of Strategic Account Management | |
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| Sample Strategic Account Plan | |
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| Index | |