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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 | |